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The role of the CFO today is transforming fast and becoming more strategically-focused, value-focused and future-focused. CFOs have to be business partners to the board, business heads, suppliers and customers. Doing things differently is the new normal. CFOs are no longer just seen as the “No. 2” in the organisation. They play an active role in their companies’ digitalisation strategies and move beyond the traditional responsibilities of a traditional finance leader and develop into strategic financial innovators. To reinvent itself for a new age, the finance function is transforming into a data-driven decision centre, where smart people and smart machines help make better financial, strategic and operational decisions.

CFOs today have a significant part to play in molding ethical culture in organisations. CFOs need to challenge themselves to set an example in the way they behave, not just in the way they make the big decisions, but at all levels of the organisation. Following a very successful first launch in Cape Town, we are bringing you the 2nd Annual CFO Africa: Dare to Transform conference this 2019 that features a distinguished selection of speakers who will be paving the way towards achieving the shift in the finance function which requires high-level collaboration that has to come not just from the CFO, but from all professionals within the finance function.

About the Conference

Hennie Heymans

CFO

DHL EXPRESS AFRICA

Charles du Sautoy

CFO

L'OREAL SOUTH AFRICA

Jayesh Mowjee

Head of Public Safety and National Security

MICROSOFT

Warren Hero

CIO/CDO

WEBBER WENTZEL

Rivesha Maharaj

CFO

AFGRI

Kenny Moodley

Chief Digital Officer

ESKOM

Annabel Bishop

Chief Economist

INVESTEC

Welela Dawit

CFO

GE AFRICA

Ibrahim Refaie

CFO

GE AFRICA

Sandra Atkins-Sadler

CFO

IBM

Matthias Vogt

CFO

AFROX

Silindile Kubheka

CFO

NATIONAL TREASURY OF SOUTH AFRICA

Waseem Carrim

CEO

NATIONAL YOUTH DEVELOPMENT AGENCY

Marizanne van Niekerk

CFO

G4S NAMIBIA

Nesheen Judgeo

HR Director

COMPUSCAN

Yusuf Omari

CFO

BARCLAYS BANK, KENYA

Christian Ayiku

CFO

ECOBANK CONSUMER BANK

Robin Ernest Kimambo

CFO

SWISSPORT TANZANIA PLC

1. As a CFO, how has your role and responsibilities evolved over the past couple of years? 

There has been a big transformation. I am constantly worried about the growth of business, improving our market penetration and controlling costs (ensuring efficient execution). How we operate as a business has become an integral part of what I do, paying very close attention to how we service and retain our clients. As a CFO I have moved from being purely an accountant, to expanding my scope to being a strategic partner. Through my contribution to the strategic direction of the business I facilitate growth strategies and ensure that as we grow we are operationally efficient at the same time, its really a balancing act. Additionally as a CFO I ensure that my relationship with external and internal key stakeholders (regulatory, shareholder and board of directors) is effectively managed.

2. How would you describe yourself as a leader? What are the main components of good leadership? 

Finance function is pivotal to an organisation having the right data at the right time, this has somehow defaulted me into being a highly organised and methodological leader. Good leader needs to be able to keep a motivated team, be decisive in decision making and be able to anticipate change in the operating environment. 

3. What are your thoughts on the current finance transformation in Africa and its transition towards building a world class finance organisation? 

Its important that we set the right technological infrastructure so that we are able to compete in a global platform. The use of artificial intelligence and data analytics calls for serious investment in technology. 

4. What is your quintessential approach on the implementation of a more efficient risk management strategy? 

Risk management strategy is doom to fail if it is not linked to organisational strategy and key performance indicators. You cannot divorce the monitoring of performance from the risk landscape that the entity is navigating. If the two are not talking to each other I’ve seen risk being relegated to a to compliance tick box exercise.

5. What would be your main focus for 2019? 

Being customer-centric and increasing entity value. The customer is the ultimate boss so you need to be able to appreciate customer expectations.

6. In your opinion, what makes a successful CFO? 

Ability to build high performance team, analyse trends & anticipate market conditions, high impactful communication with multiple stake holders, A CFO should not shy away from being decisive and making tough decisions. 

EXCLUSIVE INTERVIEW: RATANG ICHO - MOLEBATSI