Careers do not follow a single template. Some build theirs steadily, staying with one employer or sector for years and developing expertise in chosen areas. Others thrive when they move across roles, organisations and locations, relishing the diversity and gaining new perspectives along the way.
Naveed Ashraf is firmly in the second camp. With more than two decades in increasingly influential roles he has forged an impressive career, from Big Four audit and advisory to steering the finances of Middle East conglomerates.
‘When the team succeeds, we succeed together’
As group finance director at Ghobash Group, a dynamic UAE-based conglomerate, Ashraf’s remit now covers businesses and investments in more than 35 countries. He has also prioritised his role in the team working towards gaining ACCA approved employer status – its recent acquisition brings the group numerous benefits, he says.
‘ACCA accreditation carries significant prestige, which naturally attracts ambitious young talent as well as experienced professionals,’ he says. ‘It signals commitment to high standards, structured development and ethical leadership.
‘At Ghobash Group, learning and growth are embedded within our development framework and are also a compliance priority. Our team members are genuinely excited about the training and structured progression opportunities available to them.
‘Becoming an approved employer strengthens our employer brand, supports capability building and enhances retention. We’re steadily positioning ourselves as an employer of choice in the region.’
Mentor support
Accountancy and finance have proved a great fit for Ashraf, although by no means his original plan. ‘It was luck,’ he admits. ‘I had secured admission in civil engineering at one of the top universities in Pakistan. However, I didn’t feel a strong pull towards it. My father suggested I consider ACCA. From that moment, there was no looking back.’
Quickly coming to appreciate ‘the prestige and versatility’ of his new choice, he credits early workplace mentors for shaping that perspective. ‘They helped me understand the diverse pathways to leadership and the tangible impact accountancy professionals can make on organisations and economies. That clarity of purpose stayed with me.’
As a teenager he moved with his family from Pakistan to Kuwait. Here he began building his career in audit and advisory roles, first at RSM International and later at Deloitte. In 2012 he joined the rapidly expanding business group Mezzan Holding as group finance manager, leading a 20-strong team and gaining recognition for his part in a successful initial public offering. Subsequent moves – first to Alghanim Industries and later to the Al-Futtaim Group – gave him experience in financial controls and compliance, as well as a variety of high-stakes finance transformation projects.
‘I’m not adding value if I’m not bringing out new ideas’
Now living in Dubai with a family of his own, he looks back on a career spanning 24 years, the past two having been spent at Ghobash Group. Established in 1981, the Group has seen consistent growth in size and scope. Its robust portfolio of subsidiary companies spans seven sectors, including technology, energy and utilities, and healthcare.
Working at the centre of an expanding conglomerate brings its own challenges. For Ashraf this is part of the attraction. ‘Being outside your comfort zone is one of the levers for growth and development. I get bored if I’m doing the same thing again and again, and I’m not adding value if I’m not bringing out new ideas. Monotony isn’t something I’m OK with.’
Leadership style
Ashraf has an equally clear-eyed view of his leadership style. ‘I hold certain professional principles and values very closely when it comes to leading teams,’ he explains. He describes these as:
- staying hands-on and working alongside the team
- making respect and integrity non-negotiable
- ensuring meritocracy prevails
- being straight-talking, preferring clarity over comfort
- acknowledging that once someone is part of the team, they remain part of the team.
Asked to elaborate on ‘straight-talking’, Ashraf instinctively returns to career mentoring. ‘Developing teams and professionals does require giving them feedback on areas they need to improve, how they can be more effective. It’s not about wanting to make someone feel bad. One of the good things about our profession is we’re not in the emergency ward of a hospital. It’s almost never life or death.’
As a key member of the leadership team, Ashraf is alert to opportunities to share his expertise – and to learn from the experience of others himself.
‘If it’s late nights or deadlines, I’m with them. We’re colleagues’
‘Leadership to me is about shared ownership. When the team succeeds, we succeed together. I’ve jumped in to help with photocopying, or it could be doing formulas in Excel or perhaps putting presentations together. Sometimes this enables me to share my experience of how I’ve done things. And I learn from them as well. So if it’s late nights or deadlines, I’m with them. We’re colleagues, we’re helping each other.’
Shared success
The pursuit of excellence continues to drive Ashraf forward, but he says it is the growth and success of his team that gives him the greatest sense of pride and fulfilment. ‘Seeing individuals develop, step into leadership roles and exceed their own expectations is incredibly rewarding. That collective progress is what keeps me energised and looking ahead.’
Asked what’s next on the agenda at Ghobash Group, he has an instant response. ‘The rapid build and transformation of the finance function is my top priority. The more effectively we strengthen our systems, processes, governance and people capabilities, the more meaningful and strategic our contribution to the business will be.
‘Finance must not only report performance – it must shape it.’
