As funding volatility, regulatory complexity and persistent misconceptions intensify pressure on South Africa’s NGO sector, CFOs are stepping into a more strategic role than ever before. A sustainable funding model for 2026 and beyond now demands full cost recovery, diversified income streams, sophisticated compliance and technology-driven financial management.

Gender-based violence (GBV) has become a defining corporate risk, demanding strategic financial leadership. CFOs are now central to reframing GBV as a material risk, a governance priority and a fiduciary obligation. Their role extends far beyond compliance, shaping how organisations quantify, manage and mitigate both the human and economic costs of GBV, writes Dumisani Dlamini, CFO at the Soul City Institute for Social Justice.

In the high-stakes world of finance, where precision and performance often overshadow personal wellbeing, mental health is not a luxury, it is a fiduciary duty. Experience within senior finance roles shows that strong support systems, including family, mentors and peer networks, can anchor a leader through intense professional pressure. These structures offer perspective, guidance and connection, ensuring that wellbeing is treated as a strategic imperative rather than an afterthought.

Mental health is a critical foundation for effective financial leadership, influencing decision-making, resilience and long-term performance. Prioritising well-being isn’t a soft add-on, it’s an essential part of leading sustainably in high-pressure finance environments.