Finance today is no longer just about numbers; it’s about shaping direction, enabling growth, and driving strategic clarity. In this exclusive conversation, Afaq, CFO at Digile, shares his leadership journey, his approach to building agile and value-focused finance functions, and his perspective on how technology and AI are transforming the role of modern CFOs. His insights reflect a mindset rooted in clarity, discipline, and purposeful decision-making—principles that continue to guide Digile’s growth and strategic evolution.

To start, could you share a glimpse into your professional journey and the experiences that led you to your current role as CFO at Digile?

My career has been shaped by a passion for transforming finance into a strategic enabler of growth and value creation. After building my foundation in finance and operations, I moved into regional leadership roles that combined strategic finance, M&A, and transformation across technology and media sectors. These experiences taught me to build and scale organisations with discipline and purpose, maximising outcomes with focused resources. Each step strengthened my understanding of how financial strategy drives value creation and operational excellence.

Joining Digile felt like a natural next step, a place where a strategic finance lens and a growth-oriented approach genuinely shape the direction of the business. It’s an environment where scalable value, thoughtful investment, and global expansion go hand in hand.

How would you describe your approach to financial leadership, and what experiences have most influenced your perspective?

I see financial leadership as the art of driving outcomes with purpose. It’s about balancing strategic foresight with operational discipline. My approach is rooted in strategic clarity, accountability, and value creation, ensuring that every dollar, resource, and initiative contributes to measurable business outcomes. I believe finance leadership must also be adaptive, evolving with the organisation’s growth stage and environment to balance agility with long-term discipline. In practice, this means meeting teams where they are, understanding the realities of the business and shaping financial guidance that is both grounded and forward-looking. I encourage teams to think beyond process efficiency and focus on how finance can directly enable growth and innovation, even within constrained environments.
 

What major transformations do you see shaping the finance function in a tech-driven organization, and how is Digile adapting to these changes?

In growth companies, transformation isn’t about scale for its own sake; it’s about intelligent scalability. Finance must evolve into an agile partner that drives value creation and accelerates execution. The shift I see across the industry, and especially in high-growth companies like Digile, is toward finance functions that act less like back-office units and more like strategic copilots. At Digile, we’re embedding this mindset through digital initiatives, automation, and lean operating models, making data accessible, decisions faster, and outcomes more predictable, even with limited resources. It’s about creating the right level of structure while still giving the business room to move fast and adapt.

How has the rise of AI influenced the finance industry and your role as a CFO?

AI is redefining the finance landscape, from predictive forecasting and anomaly detection to automated close and intelligent insights. For CFOs, this means less focus on manual reporting and more on scenario planning, strategic interpretation, and human judgment. I see AI as an amplifier of capability, not a replacement for it. It gives finance teams the ability to see patterns earlier, stress-test decisions faster, and spend more time on the work that actually shapes outcomes. At Digile, we’re exploring how AI can enhance financial modelling, cost optimisation, and risk management while freeing our teams to focus on higher-value strategic work. To me, the real potential of AI lies in how it improves the quality and speed of decision-making, not in how much it can automate.

Could you highlight a financial initiative or strategic shift you’ve led that has made a lasting organisational impact?

I’ve had the opportunity to lead several multi-million-dollar M&A initiatives that reshaped regional growth strategy. From identifying targets and structuring deals to overseeing post-merger integrations, the focus was always on unlocking value, not just completing transactions.

At Digile, that same philosophy guides a broader spectrum of my work. Corporate development is one part of it, but the underlying goal remains consistent: aligning disciplined financial judgment with strategic expansion and long-term value creation. Every initiative is assessed through the lens of long-term value creation: how it strengthens our position, accelerates growth, and compounds shareholder value over time.

From a leadership standpoint, how do you balance financial discipline with fostering innovation and agility within the company?

At Digile, we start every initiative with the question 'why'. That question ensures alignment between innovation and value creation. Financial discipline doesn’t limit creativity; it directs it toward the highest-impact outcomes. By defining clear objectives and success metrics upfront, we empower teams to innovate within meaningful boundaries and deploy resources where they create the most value.

What message or advice would you like to share with aspiring finance professionals who aim to grow into leadership roles?

Think beyond the numbers. The best finance leaders are those who understand the business they serve, its customers, technology, and people. Build depth in financial fundamentals while also developing curiosity, communication, and strategic thinking. Actively seek opportunities that stretch your thinking and expose you to different parts of the business; those experiences shape judgment more than any model ever will. Seek roles that challenge you to connect finance with purpose and impact. Leadership isn’t just about expertise; it’s about perspective and empathy.

Outside of work, what helps you unwind or stay motivated — any particular hobbies or activities you enjoy?

I recharge by spending time at the golf driving range and experimenting in the kitchen; both keep me focused, creative, and balanced. Both activities have a way of slowing things down; they remind me to be patient and present. I’m an avid reader and listener of business and productivity content, often listening to podcasts and audiobooks that explore leadership, decision-making, and personal effectiveness. I’ve always believed that personal development is as important as professional growth, and these habits give me the space to reflect and reset. Continuous learning keeps me inspired and helps me bring new ideas and perspectives into my work.

Motivational quote that guides your leadership or captures your outlook

“Clarity creates confidence, and confidence drives action.”

This simple principle has guided my approach to leadership, ensuring decisions are made with purpose, transparency, and conviction. For me, clarity isn’t just a communication principle; it’s what enables teams to move with alignment, speed, and confidence.

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Afaq’s reflections offer a powerful reminder that financial leadership is most impactful when grounded in clarity, purpose, and a deep understanding of the business. As Digile continues its journey of global expansion and value-driven growth, his vision ensures that finance remains not just a function but a strategic partner shaping outcomes. His emphasis on continuous learning, thoughtful judgment, and long-term value creation serves as an inspiration for emerging finance professionals and leaders across the organisation.

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