The Capital Hotels, Apartments and Resorts CFO Dale Smith reflects on navigating the Covid-19 pandemic, his entrepreneurial career and his approach to building a nimble finance function that supports the group’s long-term growth.

Financial stress is affecting productivity, employee retention and business performance. YuLife SA co-founder and managing director Jaco Oosthuizen explains why CFOs should treat financial wellbeing as a business risk and how companies can better support employees.

Nedbank CFO Mike Davis explores how technology, AI and data are reshaping the finance function and expanding the CFO’s role far beyond the numbers.

AI is reshaping finance and accounting by automating repetitive work, amplifying human judgement and creating opportunities for professionals to become more strategic advisers. Alfred Ramosedi, the president at CIMA and co-chair of AICPA, explores how the profession can harness AI while managing its risks and responsibilities.

South Africa’s public sector has much to gain from AI, but outdated policies, data security concerns, limited resources and fear of unintended consequences are making officials wary of embracing the technology.

Tightening AI policies can create the very risks they are designed to prevent, as employees turn to unapproved tools when approved options fall short. Dheren Singh argues that CFOs need fit-for-purpose AI, stronger controls and clear accountability rather than blanket restrictions.

As deputy CEO and CFO of Octodec Investments, Riaan Erasmus is redefining what it means to be a modern finance leader. From shaping long-term strategy and transforming the company's property portfolio to embracing technology and developing future talent, he believes today's CFO must be far more than a custodian of the numbers.

In a recent CFO South Africa webinar, Cornelius Coetzee, country manager of South Africa at Verto, a global financial technology firm, and Yusuf Bodiat, the head of finance and investment for African Risk Capacity, discussed the challenges and opportunities of fintech solutions for cross-border payments in Africa

BCX’s finance chief, Cheryl-Jane (CJ) Kujenga, favours a “bottom-up” approach, and is a firm believer in understanding the details first. But her true leadership style lies in her unique take on work-life balance.

Nedbank CFO Mike Davis explores how technology, AI and data are reshaping the finance function and expanding the CFO’s role far beyond the numbers.

Fawzia Suliman reflects on her journey across CFO, COO and CEO roles, the lessons that have shaped her leadership approach and how endurance sport, travel and time with family help her maintain perspective.

Cell C CFO El Kope says leaders must break transformation into practical steps, communicate consistently and remain close to their people to build trust and keep teams moving through change.

Away from billion-rand balance sheets and boardroom strategy, Old Mutual CFO Casper Troskie finds perspective at his home on a farm in Paarl, in the kitchen and on mountain bike trails. Those moments of calm, he says, have become essential to leading through an increasingly unpredictable world.

From failing board exams and losing his mother just before qualifying as a CA(SA), to helping steer Proconics towards growth, CFO Bongani Ngcongo’s journey has been defined by endurance. Whether tackling the Comrades Marathon or difficult boardroom decisions, he believes resilience, integrity and purpose are what carry leaders through the toughest moments.

Alex Smith, CFO at e4, says innovation is a core priority, and while businesses and CFOs face pressure from a profitability perspective, letting innovation slip could come at a greater risk in the long run.

From growing up in a Limpopo village to leading finance at the CCMA, Kedibone Mashaakgomo's journey has been defined by perseverance, purpose and a commitment to creating lasting impact. She reflects on overcoming academic setbacks, embracing digital transformation, mentoring future leaders and why true leadership is measured not by titles, but by the legacy left behind.

From structuring BEE transactions at Standard Bank to navigating the pressures of global healthcare, Mediclinic Group finance chief and 2025 Finance & Technology Award winner Jurgens Myburgh reflects on a target-setting mindset, leadership, legacy and why a winemaker’s parting words sum up his personal philosophy.

Lerena Olivier puts a high price tag on personal wellbeing – and as the CFO’s role extends to more than just number-crunching, self-care becomes critical to the overall performance of a business. For Pick n Pay’s finance chief, sustaining motivation is essential to moving forward with purpose and people remain at the heart of her leadership philosophy.

Through her collaborative and inclusive leadership style, Abigail Mukhuba has helped Sanlam to deliver on the new accounting standard.

Okuhle Sidumane has her sights set on integration and good governance, as she begins her tenure as finance chief at the National Youth Development Agency (NYDA).

Boxer’s listing on the JSE is a first for a South African discount retailer and forms part of Pick n Pay’s turnaround, its CFO Lerena Olivier believes.

Inspired by a Martin Luther King Jr quote about excellence in every task, Water Utilities Corporation CFO Thabang Mogodi is focused on developing people, modernising finance and helping build institutions that can thrive long after individual leaders have moved on.

Ricardo Sardien has been appointed interim group chief executive officer at Old Mutual Botswana. He brings more than 16 years of experience across finance, operations, governance, risk management and strategic leadership to the role.

After stints at Deloitte and Standard Bank in Namibia, Pupkewitz Motors group CFO Peter Hiwilepo has built his career around using the tools he has – staying close to the work and making a difference where he is.

Can ESG drive bottom-line financial strategy? Nerissa Jalim thinks so. The Sandvik Mining Southern Africa regional CFO reveals how her MBA research is turning sustainability into a non-negotiable priority for finance leaders.

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The 2026-2027 National Budget signals a strategic shift towards private-sector collaboration to overcome the balance sheet constraints of state-owned entities. By prioritising infrastructure investment and maintaining fiscal discipline, the government aims to lift GDP growth toward three percent over the medium term.