What makes an award winner?

Valued qualities

Susan Lamunu Shereni FCCA, head of finance at the Infectious Diseases Institute in Uganda and winner of the Corporate CFO Award, values curiosity and asking ‘what if’ questions. ‘I bring wild thoughts to the table, challenging the status quo and encouraging my teams to think differently,’ she says.

‘I strive to lead by example, exhibiting integrity and encouraging others to do the same so that we build trusted systems and processes that, above all, maximise our contribution to making the world a better place for all.’

Vishal Soni FCCA, group CFO at Nyumba Group in Kenya, cites his experience in audit, tax and consulting as instrumental in shaping his approach to leadership. ‘Early exposure to diverse industries equipped me with a holistic understanding of financial operations,’ says the winner of the Micro, Small, Medium Enterprise CFO Award.

‘My transition to financial controlling and CFO roles honed my strategic and operational capabilities, while achievements like managing multimillion-dollar operations, being featured on the cover of ACCA’s Africa AB magazine and now winning the ACCA Africa CFO Award solidified my confidence as a leader.’

Angela Koech FCCA, regional CFO for East Africa at Guaranty Trust Bank in Kenya and winner of the Financial Services Sector CFO Award, highlights ‘commercial-mindedness, agility and the ability to navigate complexities across multijurisdictional businesses’ alongside strategic thinking as essential to her role.

‘And most importantly,’ she adds, ‘leading with ethics, integrity and humility. Leading with humility is something I am extremely passionate about. I love to invest in people.’

Zambia Sugar CFO Hezron Musonda FCCA, the Young CFO Award winner, believes one of his strongest qualities is adaptability, which came to the fore when he quickly had to learn the intricacies of a new sector after making the leap from banking to manufacturing.

‘The transition enhanced my ability to connect financial strategy with operational realities,’ he says. ‘Being able to translate complex financial concepts into practical business terms helps me collaborate effectively with all departments. A CFO must be both a strategic adviser and an operational enabler.’

Learning and yoga

Musonda is an advocate for continuous learning, particularly where technology is concerned. ‘In today’s rapidly evolving business environment, staying current with digital transformation while maintaining strong financial governance is essential for success in this role,’ he says.

Meanwhile Soni credits his resilience and focus under stress to yoga and meditation. ‘They have been instrumental in maintaining clarity and balance amidst challenging circumstances,’ he says.

Shereni feels she has ‘a strong spiritual anchor in Jesus Christ that guides my moral compass, keeps me in a good state of mental health and builds my resilience to gracefully overcome challenges’.

The year ahead

As we enter 2025, these CFOs have plenty of challenges to contend with.

‘Countries are battling floods, drought and wild fires among other challenges as a result of climate change,’ Shereni says. ‘Addressing these in most cases calls for redirection of resources. And for a not-for-profit in the global south that is heavily dependent on the global north for funding, the uncertainty of reduced funding remains a constant threat.

‘In addition, as a Ugandan living in the tropics and specifically in a region that is considered to be an emerging diseases hotspot, the direct impact of climate change is increasingly observed in a higher frequency of disease outbreaks. This will call for new thinking in how we prevent and respond to disease threats.’

Musonda also cites the environment as a growing concern, as well as navigating the global economic landscape, geopolitical risks and inflationary pressures, which can all affect supply chains, input costs and consumer demand.

‘With ongoing market volatility and geopolitical uncertainties, maintaining predictable cashflows while supporting our growth initiatives will require careful balance,’ he says. ‘Adapting our financial strategies to address emerging ESG requirements and sustainability goals while maintaining profitability will be crucial.’

Similarly, foremost in Soni’s mind is navigating economic uncertainties and geopolitical dynamics. ‘Additionally, staying ahead of technological advancements while fostering a culture of innovation across the organisation will be crucial,’ he says.

Ambitions

But 2025 isn’t all about challenges. There are also plenty of personal and professional goals to be met.

‘I’m focused on enhancing my leadership capabilities by mentoring future leaders, fostering collaboration and driving a culture of excellence within my teams,’ Soni says. ‘Additionally, I aim to deepen my expertise in emerging technologies such as AI, blockchain and Web 3.0, ensuring I remain at the forefront of innovation and well prepared for the evolving demands of the CFO role.’

Shereni has two personal targets for 2025. ‘One is to learn how to play a musical instrument. I had originally targeted the violin, but after talking to experts in the musical field, I decided to learn to play the keyboard. Second, I plan to finally fulfil a long-standing wish to enrol for a doctoral study programme in management.’

For Musonda, 2025 is all about continuing to refine his leadership skills and expanding his strategic thinking. ‘I want to enhance my ability to drive innovation and digital transformation within the finance function,’ he says. ‘I also seek to mentor and support my team, fostering an environment of continuous learning and collaboration.’