Inqolobane Investment Managers CFO Rowen Pillai has a winning approach to strategic financial leadership that is built on transparency, trust and collaboration to drive boardroom success and foster a culture of mutual respect and open communication.
Rowen is also the CEO of LeanTechnovations and a board member at Amperion Energy and Ikusasa Technology Solutions, so he has extensive experience in the boardroom.
In this exclusive CFO South Africa Q&A, Rowen shares his insights on what makes a successful CFO, how to build trust with the board, and his approach to navigating complex financial challenges.
What do you think your board wants from you, as the CFO?
As a CFO, the board primarily expects strategic financial leadership, ensuring the company’s financial health, and providing transparent and accurate financial reporting. They rely on my expertise to guide financial planning, risk management, and to make informed data-driven decisions that move the dial in terms of the company’s growth and sustainability. I find a lot of my success stems from my authenticity and transparency, which are crucial in this role, as they foster mutual trust and respect, enabling effective collaboration.
What do you want from them?
From the board and executive team, I seek a united movement towards a clear strategic direction, collaborative decision-making, and support for further initiatives that make business and financial sense. Open communication and mutual trust are essential to align our goals and effectively address any challenges that arise. Just as a strong foundation is essential for a building’s stability, these elements are the bedrock of a successful business in my opinion. When the foundation is solid, it supports the entire structure, allowing us to build and grow confidently. Commitment to these principles helps build a strong foundation for our collective success.
Tell us about a particular challenge you’ve faced at board level and how you overcame it?
One significant challenge was navigating a complex acquisition process. There were differing opinions on the valuation and integration strategy. To overcome this, I facilitated detailed financial analysis, presented multiple scenarios, and engaged in transparent discussions with all stakeholders. By aligning the financial goals with the strategic vision of the board, and through a commitment to authenticity and mutual respect, we successfully executed the acquisition, which has since proven to be highly beneficial for our private equity fund.
What do you believe contributes to boardroom success?
Boardroom success is driven by clear communication, a shared strategic vision, and a culture of collaboration and respect. Authenticity, transparency, and mutual trust are the cornerstones of this success. It’s essential to have a diverse mix of skills and perspectives, combined with data-driven insights, to make well-informed decisions. Additionally, fostering an environment where all members feel valued and heard contributes significantly to successful outcomes. My personal mottos that I live, are, “I do what I say I will do” and “Show me, don’t tell me.” These underscore my commitment to tangible results, fostering trust and reliability in all board interactions.
How do you prepare effectively for board days?
Effective preparation for board days involves a thorough review and analysis of financial reports, understanding the key issues on the agenda, and anticipating potential questions or concerns from board members. Additionally, having the full context of the scenario and all relevant facts is crucial for meaningful participation. Without this comprehensive understanding, one cannot fully apply their mind to the matters at hand. I also ensure to have up-to-date market and industry insights, and collaborate with my team to prepare comprehensive and clear presentations. This diligent preparation enables me to provide valuable insights and facilitate productive discussions.
