Recipe for success

Since Chhabra arrived in Australia from Kenya in 2005, her career progression has been impressive. First, there were roles in financial accounting and analysis at large multibrand business George Weston Foods, followed by a detour into travel publishing with Lonely Planet. She has since carved out a niche in food and beverage (F&B) SMEs, working for Modern Bakery Company, WineGrowers Direct, Ferguson Plarre Bakehouses, and now Melbourne Chef.

‘There are many who steer clear of food and manufacturing, but there’s something exciting about working in a sector where finance directly affects product innovation, sustainability efforts and customer experience,’ she says. ‘I love being part of an industry that brings people together over great food and memorable experiences.’

Cost focus

Delivering such memorable moments is not for the faint-hearted. Cost control is a constant concern for any SME, but F&B businesses are subject to a particularly broad range of cost pressures. They include new regulations, staffing issues, cost of living crises, fluctuating logistics costs, changing consumer tastes, the trend for convenience as well as sustainability, strong competition from global and local players, the need to advance technologically and, perhaps the biggest concern of all, volatile supply chains and rising input costs.

Chhabra says: ‘It’s about managing all this, while ensuring quality and profitability, which means deploying the right pricing strategies, entering new markets and streamlining operations, especially via automation at the new facility we’re opening. It’s all essential for long-term growth.’

As too is sustainability, which comes at a price. ‘We’re looking at solutions to eliminate food waste, energy-efficient equipment and sustainable packaging,’ she says, ‘but to be sustainable isn’t cheap – it’s a huge investment. Businesses are finding it tough to balance rising costs and integrate sustainability while trying to maintain long-term profitability.’

Hungry for challenge

They are, though, the sort of challenges that drew Chhabra to business and finance in the first place. Straight out of high school she knew she wanted a career in finance, and it was while working in audit that she got her first big career break.

‘I was given the opportunity to be part of the advisory service team for Kenya’s first GSM mobile network,’ she recalls. ‘It was a pivotal moment for me, realising that finance wasn’t just about crunching numbers, it was about problem-solving, strategic thinking and helping businesses grow. That experience laid the foundation for everything that followed.’

That included ACCA, which has been instrumental in shaping her career, she says, and not just in terms of technical expertise but also in the opportunities and connections it has provided. The ACCA network was of real help when she moved to Australia 20 years ago.

‘ACCA wasn’t widely recognised then, and it was a challenge to educate prospective employers about its credibility. However, having an ACCA office in Sydney and the support of fellow members made all the difference. The regular meetups and networking events helped me navigate the industry, gain valuable insights and ultimately find my niche in the Australian market.’

Paying it forward

Chhabra sets great store by supporting others, both as a leader and mentor to upcoming finance professionals, and as a volunteer in her community. She provides finance advice and assistance to a disability business, Precedence Disability Support, and sits on the board of not-for-profit organisation Punjabi Community Health Services. ‘I’m passionate about helping the immigrant community handle culture shock,’ she says. ‘It’s not easy being an immigrant.’

In her professional life she hopes to be the type of mentor she believes is lacking: someone who is truly supportive and goes out of their way to champion others. She certainly benefitted from that kind of help herself, with an ex-boss stepping up when she was making the move from Sydney to Melbourne.

‘He was adamant that I didn’t leave the business, so he created a role for me in Melbourne,’ she explains. ‘He wanted me to grow within the organisation. These are the kind of people that I really think we need more of. I’m currently mentoring and helping a woman who is pursuing a career in finance to help her grow into bigger roles.’

Gender balance

Chhabra feels SMEs are fertile grounds for meaningful progress in achieving gender equality, more so than at large organisations, where DEI programmes perhaps generate more noise than outcomes. Their action can make a difference in a country where, at the current rate of progress, there won’t be as many female as male CEOs until the end of the century.

‘That’s huge, there’s such a long way to go,’ she says. ‘And I know how it feels. I’ve seen the barriers that women face in trying to move up to a senior management or board level. There’s a view not only in larger organisations that men are promoted for potential but women only for performance as they continuously have to prove themselves worthy of a role.

‘In smaller organisations, we have the chance to be different, to do it from the grassroots. It is naturally easier for smaller organisations to genuinely invest in DEI. There are more personal connections and less bureaucracies, which can lead to more equal opportunities.’

Chhabra is the only woman in Melbourne Chef’s top level, but the business has lots of senior female managers and her team is all-women. The general manager, a man, is very supportive, which she feels is crucial for progress.

‘Men have a very significant role to play here,’ she says. ‘It’s really important that it’s not only women supporting women, but that more men who are at senior levels are acting as allies and sponsors by recommending roles.’