Aesara Partners 

At Aesara Partners, our mission is simple: enable you to be the best version of yourself. We offer a range of focused services that unlock the potential of people, teams and cultures to maximise business performance. 

Collectively our Partners and Associates have decades of experience both in executive coaching and as board level leaders themselves working in multiple sectors across global markets.

Partner & Executive Coach

Doshisha University

Professor of Strategic Management, Global MBA Program

The CFO Coach K.K.

The CFO Coach K.K. is a boutique executive coaching firm specializing in developing High-Performance​ Financial Leaders and Teams.

Founder & Executive Coach

Kansai Gaidai University

•	Awarded President's Global Education Award (Teacher of the Year).

Professor of Leadership & Management

Benesse Holdings, Inc. (USD 4.5B; Tokyo Stock Exchange Code: 9783)

•	Member of the Board of Directors for Berlitz Corporation; Benesse Corporation; and Benesse Style Care.  Chairman of Audit Committee for Berlitz Corporation. Member of Benesse Holdings Pension Committee.
•	Global CFO covering all 40+ Benesse group companies
•	Championed and supported multiple cash generation initiatives including a CFO led "Save to Grow" initiative to improve Company Financial performance and to identify significant savings for business reinvestment
•	Enhanced Finance bench strength and hired a high potential team to start financial business consulting
•	Implemented several process and capability best practices to move group companies towards global standards

Global Chief Financial Officer & Corporate Senior Vice President

McCann Worldgroup Holdings

• Overall Responsibility for Operations (Finance, IT, Legal, and Administration - 10 legal entities) 
• Successfully turned around long term loss making lead agency by delivering double digit margin improvements within two years
• Delivered double digit margin improvements for all six MWG Group companies 
• Built a new Finance team and moved from Scorekeeping to Business Partnership and improved business performance
• Major projects within last two years include: 
  - Shared Service center creation/migration
  - New Financial System Migration
  - Acquisition & Divestiture
  - Business Turnaround
  - Retirement Plan consolidation/change
  - Office relocation/rent reductions

Group Chief Financial Officer, Executive Vice President, and Member of The Board

Becton, Dickinson and Company

• Led Finance, Procurement, General Affairs, and Rebates teams (43 staff) to deliver multi-million dollar cash and profit performance improvement for first year and beyond. Exceeded all budget expectations.
• Engaged Japan Management Team and Global Finance Leadership Team on company objectives to deliver best outcome (Finance Transformation initiative, Sales effectiveness improvement, Key Account Management, Business Continuity plan, and strategy/selection of backup distribution center).  Led process for 2012-16 Business Plan development
• Developed and executed Finance department strategy and vision to move from scorekeeping to business partnership. Implemented job rotation program and hired several high potential employees to improve bench strength.
• Championed multiple Finance and Procurement initiatives including definition and implementation of new 401k Retirement Plan; divestiture of non-core business; change of primary banks (reduced bank fees by over 30%); vendor reduction process, and new travel expense management system 
• Taught New Manager Essentials program and selected as leadership trainer for PEPFAR program in South Africa to teach Leadership and Change Management to African Health Ministry officials

Finance and Administration Director

Avon Products Inc.

•	Implementation project leader for Avon Sales Leadership Framework (ASLF) – Highest priority project for the Company to adapt to a new Sales Model.  Completed project implementation in record timing.  Awarded regional award as part of ASLF Team. Only person in Asia recognized for both Top-line and Bottom-line contributions in the same year.
•	Defined and executed new vision and mission and led Sales Support department to complete over 40 initiatives (within a six-month period) as part of Team’s new journey towards field motivational excellence. Incorporated new processes to deliver high impact incentives, and to create Sales energy and momentum for sales turn-around.    
•	Achieved highest employee engagement scores with Sales Support Department significantly exceeding country results in over 95% of categories.  Previously had also led Finance department to highest employee engagement scores.
•	Global Project leader for a high potential, multi-functional, multi-national team to study and recommend actions to improve Global Sales Incentive management/spending process.
•	Oversaw execution of a variety of Company and Public/Media events ranging from Sales Conferences to Philanthropic events including Annual Awards to Women, and Pink Ribbon Campaign support.

Executive Director and Member of the Board

•	Responsible for Financial policy making/implementation and reporting for Avon Japan as a public company (including statutory/public, and Board Meetings). All year-end financial documents audited with no comments/exceptions.
•	Defined and executed new department Vision and Mission, and recruited, trained and developed a completely new Finance team (80% new hires within a six month period) to move from scorekeeping to business partnership. Finance team formed core of country high potential list.
•	Consistently over achieved profit performance commitment under adverse conditions of sales decline by aggressively managing strategic business needs with cost cutting; Delivered zero overhead growth during all years; Japan winner of regional awards for best cost management performance, and for boldest transformation strategy.
•	Provided leadership and support for critical decisions and strategy development as Japan Leadership Team Member.  Actively led change management process within company.
•	Consistently achieved best internal control results in Asia-Pacific/Avon over a period of eight audits.  Japan one of only two countries with highest audit rating. Outstanding performance generated support to remove Japan from list of High Coverage countries.
• Co-developed strategic/financial business case, and obtained approval for number of campaign reduction in 2006 making Avon Japan only country ever in Avon to undergo campaign reduction. 
• Independently analyzed and provided strategic direction for Plant study which challenged and reversed previous recommendation by outside consultants on plant closure.
• Provided leadership in several restructuring initiatives by providing an achievable plan to achieve 12% people related cost reduction.  Played lead role in this study representing Finance, Supply Chain and HR 
• Consistently achieved highest performance rating and nominations to several high potential programs
• Elected (and re-elected) to Board of Directors

Executive Director, CFO and Member of the Board of Directors

Delphi

• Prepared Asia-Pacific regional messages / presentations for Delphi Strategy Board, and for Delphi Board of Directors.
• Supported development and implementation of critical Asia-Pacific strategies.  Performed competitive intelligence and other special studies to identify risks / competitive threats and outlined regional / corporate response.
• Provided Miller Heiman strategic selling process training to Asia-Pacific personnel to improve value propositions and increase sales effectiveness.

Director Asia-Pacific Planning

• Management responsibilities for Finance, HR, General Affairs, and Six-Sigma.
• Active member of the Japan Strategy Board and Japan management team.  
• Six-Sigma Deployment Champion for Delphi Japan.

Delphi Japan – CFO & Administration Director

Country Responsibilities:
• Managed all finance functions including accounting, budgeting / forecasting and treasury.
• Lead development of cross-functional and cross-divisional Internal Control Review Board.
• Lead and supported strategic initiatives including venture development support, site enhancement, competitive analysis, transfer pricing, and cost reduction studies.
• Represented Japan in Asia-Pacific Financial Task Team.

Regional Responsibilities:
• Coached country CFO and staff to implement common financial reporting processes.
• Supervised and provided training for engineering / commercial / plant / site analysts.  Coordinated regional financial training programs for the sector in the Asia-Pacific region.
• Coordinated the regional budget, business plan, and capital management process.
• Supported development of common financial practices among ventures including:  Loan monitoring, F/X and cash management, compliance with accounting principles, report submission, etc. Provided regional oversight of venture risk exposure.

Asia-Pacific Senior Finance Mgr.

Executive Coach | MBA Professor | Ex-Global CFO

I help senior leaders master complexity, elevate strategic impact, and lead with authentic authority.

I bring over 25 years of C-level and boardroom experience as a former Global CFO for a $5B publicly traded company, combined with a deep commitment to human-centered leadership development.

Today, I coach global executives, CEOs, and leadership teams — specializing in executive transitions, strategic leadership, high-performance teams, and Asian leadership development.

I am also an MBA Professor of Leadership and Strategic Management, blending research-driven frameworks with boardroom-tested insights to develop transformational leaders.

Based in Kyoto, fluent in English, Urdu, and Japanese.

Connect with me: arif@thecfocoach.jp

Website: www.thecfocoach.jp (please sign up on my mailing list to receive future announcements and newsletters)

Arif Iqball

Jonathan Maharaj FCPA

Aurora Financials

I'm a CPA in public practice, Virtual CFO, qualified statutory auditor, and business consultant. 

I assist senior leaders and Boards with governance, strategy, audits, and financial reporting.

Some of my key contributions include:

✦ Growing a client's business from 0 to 13,770 clients in 11 months, with no debt, no marketing, a 70% net profit margin and strong cash flow

✦ Bestowed with CPA Australia's Murray Wyatt Award for demonstrating innovation, a progressive mindset, and supporting the public practice community.

✦ Bestowed with the New Zealand Charities Services Tier 3 Reporting Award by Chartered Accountants Australia and New Zealand for demonstrating excellence in financial reporting for a client

✦ Directed a client's financial functions and saved them over 50% in finance team costs.

Founder and CEO

CPA Australia

The Divisional Councils’ key role is member engagement and local support for CPA Australia and in helping to maintain the integrity of the designation. 

Divisional Councils are an important link between the members and CPA Australia’s Board and the organisation more broadly. Depending on the size and complexity of the Division, regional committee branches, speciality interest and sector committees or networks may support the work of Divisional Councils in member engagement and advocacy activities.

Individual Divisional Councillors act as advocates for CPA Australia and for members of the Division in their regions and spheres of influence.

New Zealand Division Councillor

Association of Certified Fraud Examiners (ACFE)

The ACFE Advisory Council is an assembly of 2,000 global fraud-fighting experts dedicated to the improvement and growth of the Association of Certified Fraud Examiners (ACFE). 

Members may be asked to participate in quarterly member surveys, speak at ACFE events, write or review course materials, provide industry case studies and assist in professional development activities. Members have the unique opportunity to help the ACFE chart the course for the future of fraud prevention and detection.

Member, ACFE Advisory Council

New Zealand Pacific Union Conference of the Seventh-Day Adventist Church

Tier 1 registered charity with subsidiaries such as Sanitarium, Life Health Foods, Adventist Development and Relief Agency, and others.

✦ Member of the Executive Committee, Audit and Risk Committee, Compensation Review Committee, and Health Endowment Fund Investment Committee.

The Seventh-day Adventist Church began in the 1800s and now spans the globe, with members in 215 countries and territories. The Church’s headquarters are located in Silver Spring, Maryland, USA.

The New Zealand Pacific Union Conference (NZPUC) is one of 132 regional administrative headquarters of the Seventh-day Adventist Church. NZPUC cares for the Church in New Zealand, New Caledonia, Wallis & Futuna, the Cook Islands, French Polynesia, and Pitcairn Island. This territory covers an area of about 35 million square kilometres and a population of 4.95 million people (2011 statistics).

As of 2024, NZPUC includes 22,617 members worshipping in 207 congregations (159 churches and 48 companies). The Union also supports 20 schools with more than 2,000 students, alongside one aged care facility, continuing the Church’s mission of education, care, and service.

The main role of the NZPUC is to provide leadership, mentoring and resources for the following entities:
✦ Adventist Development and Relief Agency in New Zealand (ADRA NZ), North New Zealand Conference, South New Zealand Conference, French Polynesia Mission, Cook Islands SDA Mission, New Caledonia Mission, Adventist Schools.

Executive Committee Member / Chairman (Audit and Risk Committee)

Kiwibank

I served as a Senior Leader and active member of Internal Audit Leadership Team, while spearheading team of five, including senior managers and managers. I directed and monitored the leadership and development of Kiwigroup's internal audit capabilities.

Some of my key contributions included:

✦ Headed assurance aspects of Kiwibank's transformation programme. 

✦ Managed work programme delivery and project management for business and technology audits.

Executive Manager Internal Audit / Head of Audit and Assurance

NZX Limited

In this role, I led the smooth functioning of the Issuer Compliance team actively participating in regulation of NZX's securities and derivatives markets. Furthermore, I administered diverse workloads, while offering leadership direction within broader team environment. 

I hired, trained, and led the management of six professionals, including lawyers, accountants, and compliance staff. Along with acting as Subject Matter Expert for accounting and financial matters in relation to NZX-listed issuers, I investigated, identified, and mitigated potential rule breaches in compliance with regulatory standards.

Some of my key contributions included:

✦ Attained best practice market conduct and governance by engaging with NZX-listed issuers.

✦ Successfully monitored high-profile investigations, such as market manipulation, compliance projects, and NZX’s enforcement functions. 

✦ Reduced operational loss by gathering/evaluating information on listed issuer population and delivering insights to influence behaviours. 

✦ Prepared and supervised cases referred to NZ Markets Disciplinary Tribunal (NZMDT). 

✦ Participated during review of NZX policy, rules, and processes related to compliance and enforcement. 

✦ Fostered key NZX relationships with FMA, RBNX, DIA, ASX, takeovers panel, NZMDT, and other NZX teams.

Manager, Market Conduct

New Zealand Qualified Statutory Auditor with broad industry experience in:

Financial Services – Capital Markets, Insurance, Banking, Finance, Investing, Stock Broking, Derivatives – Automotive – Education – Engineering – Healthcare – Information Technology (including Insurtech, Fintech, and SaaS) – Legal and HR – Manufacturing – Mining – Not for Profit – Oil and Gas – Public Sector – Real Estate – Retail – Tourism

Audit Practitioner, PwC and other firms

Optimist. CFO & Strategic Advisor. Follow for Financial Clarity. Ranked #1 in NZ and #59 Globally for Financial Markets on LinkedIn (Favikon).

Thank you for visiting my profile. I help leaders make better financial decisions with clarity.

For over 20 years, I've worked across auditing, consulting, and strategic finance - helping founders, executives, listed companies, and global brands to cut through the noise and focus on what truly matters. 

My work blends deep financial insight with practical strategy, helping leadership teams navigate complexity and move forward with confidence.

I founded Aurora Financials to offer something different: high-trust, remote-first advisory built on real expertise, supporting clients from early-stage ventures to listed enterprises.

My focus is simple: support leadership teams with insight, integrity, and the tools to make confident, long-term decisions.

Areas of focus:
• Strategic finance and decision-making for leadership
• Remote CFO advisory and business strategy clarity
• Turnarounds, restructures, and growth pivots
• Executive briefings and Board-level insights
• International Speaker

I also publish a free weekly newsletter and host a free financial masterclass (in production) - designed to give back and help more people make smarter financial decisions.

Based in New Zealand and serving clients globally.

Remote-first. Confidential by design. In-person engagements by invitation only.

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I work with leaders who know that the right insight, at the right time, changes everything.

If your next move requires financial clarity, strategy, and trust - I’m here when you're ready.

🌐 jonathanmaharaj.com | aurorafinancials.com

Disclaimer: The content I share is general information only and not financial advice. Please seek professional advice for your specific needs.

The ACFE Advisory Council is an assembly of 2,000 fraud-fighting experts dedicated to the improvement and growth of the Association of Certified Fraud Examiners (ACFE). 

Members may be asked to participate in quarterly member surveys, speak at ACFE events, write or review course materials, provide industry case studies and assist in professional development activities. 

Members have the unique opportunity to help the ACFE chart the course for the future of fraud prevention and detection.

"It's only when you get the full picture
That you can understand what's going on."

Before you judge others, you need to see different perspectives.

We often judge a moment as defining a person, but that isn't the whole story.

What helps me:

1. Remember you don't see it all:
⇀ People go through unseen challenges
⇀ Pressure and pain could hide behind a smile

2) Assume invisible battles exist:
⇀ Mental health, family strain, financial stress
⇀ The quiet ones often carry the most

3) Lead with empathy:
⇀ Patience opens hearts and minds.
⇀ Kindness builds bridges.

In leadership and life, context matters.
People do too.

Keen to hear your thoughts on this?

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📌 Save this post for future reference.

Video credit: The Guardian's 1986 'Points of view' advert on social media.

Optimist. CFO & Strategic Advisor. Follow for Financial Clarity. NZ’s #1 LinkedIn Creator and #5 on LinkedIn Globally in Financial Markets (Favikon).

7 signs it's time to change jobs
(Even if others disagree)

I’ve met many talented people who stayed too long in a job because they ignored the signs their career was slipping away.

Change feels risky but ignoring these signs costs far more.

Your career doesn’t just need money but also energy, alignment, and growth for a job to be meaningful.

Here are the 7 signs it might be time to change jobs:

1. Curiosity Gone ➞ you stop asking questions.
2. Always “Fine” ➞ excitement has gone.
3. Weekend Fuel ➞ energy returns when the week ends.
4. Empty Praise ➞ recognition no longer motivates you.
5. Quiet Ambition ➞ your dreams feel muted or deferred.
6. Shrinking Environment ➞ leaders no longer inspire.
7. Body Signals ➞ your health signals it is time to leave.

Don't stay in a job where you are unappreciated and no longer grow.

What was your key sign that it was time to leave a job?

Let me know in the comments below.

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🔄 Share this insight with a decision‑maker.
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7 signs it is time to change jobs

6 habits made Bill Gates unstoppable.

He didn’t just rely on talent but also habits and discipline to produce results for decades.

What stands out is how simple his habits were:
⇀ reading with intention, 
⇀ isolating to think, 
⇀ protecting his time, 
⇀ first principles, 
⇀ using feedback to innovate, and 
⇀ avoiding burnout through recovery.

No tricks or noise.

Just 6 simple habits and discipline that compounded.

Which of these strategies have you tried?

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6 Habits that Made Bill Gates Unstoppable

Most teams say they want to move faster.
But end up staying in their comfort zone.

Zuckerberg built Facebook with a simple idea: progress beats perfection.

Here are five rules to help you copy that pace.

1. Ship when it’s 70% right.
2. Momentum is a strategy.
3. The 5-person rule.
4. Default to action.
5. The ladder of leverage.

Now from a finance lens, speed without clarity burns money. With clarity, speed can lead to compounding results.

Start with three key financial numbers: cash runway, weekly burn, and one growth metric you trust. Pick one project this week and apply these five rules.

Where does your team lose speed: perfection, meetings, or missing systems?

Let me know in the comments if these rules made a difference to your work.

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Mark Zuckerberg’s 5 Mental Frameworks for Building Fast

Protect your margin before markets move.

FX can erase profit fast.
Keep it simple with these seven steps:

1. See it
➞ Make a list of every FX cash flow.
➞ Currency, amount, date, in or out.

2. Hold currencies
➞ Open multi-currency accounts for top markets.
➞ Collect locally and convert when you choose.

3. Set a budget rate
➞ Pick one quarterly FX rate with a small range.
➞ If spot exceeds the range, reprice or hedge.

4. Use forwards
➞ Lock a portion of near-term cash flows.
➞ Match maturities to invoice dates.

5. Build natural hedges
➞ Offset inflows with outflows in the same currency.
➞ Pay suppliers or loans in the currency you sell.

6. Price and invoice smart
➞ Quote in your cost currency or add an FX clause.
➞ Shorten terms and offer early payment.

7. Net and time conversions
➞ Net payables and receivables by currency each week.
➞ Convert twice a week using limit orders.

You cannot control financial markets, but you can manage FX exposures.

How do you manage your FX risks?

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7 ways to manage currency risk (for busy founders)

The costliest finance mistakes aren’t in spreadsheets.
They’re made in the boardroom by smart leaders.

The reason? They miss warning signs until it’s late.

You can have a great product
A loyal customer base.
A talented team.

And still lose millions… from avoidable decisions.

7 Finance Mistakes That Cost Leaders the Most
(and how to avoid them)

1. Focusing on revenue, not return on capital
⇀ Top-line growth means nothing if capital is wasted
⇀ Track ROCE monthly and drop low-return projects

2. Using lagging indicators to make decisions
⇀ Last quarter’s data is already out of date
⇀ Add leading indicators, review them weekly

3. Mispricing risk in cheap capital
⇀ Low rates today can trap you tomorrow
⇀ Stress-test debt at +3% to 5% before borrowing

4. Overconcentration in one client or product
⇀ One shift can erase years of growth
⇀ Keep no client over 20% of revenue

5. Cutting strategic muscle instead of fat
⇀ Slashing talent or R&D kills future growth
⇀ Cut low-ROI admin, protect high-value work

6. Not planning for rare but high-impact events
⇀ “It won’t happen to us” is costly thinking
⇀ Run annual drills, prep a rapid response team

7. Treating finance as back-office support
⇀ Excluding CFOs weakens strategic decisions
⇀ Bring finance in early for sharper planning

The most expensive mistakes aren’t bad luck.
They’re leadership blind spots.

Financial clarity is leadership clarity.

Numbers tell you what happened.
Leadership decides what happens next.

Which of these mistakes do you see leaders make most often and why?

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7 Most Expensive Mistakes Finance Leaders Make

Amazon didn’t scale because of a single idea.

It scaled because Jeff Bezos built rituals that made good decisions repeatable.

Across my work in audits, governance, and CFO advisory, I’ve observed that teams rise to the level of their rituals.

The leaders who win long-term:
- Write before they decide
- Think before they debate
- Fix systems instead of fires
- Set standards that don’t slip
- Prioritise customers over noise.

Small practices, repeated often, can change the trajectory of any business.

Which of these seven rituals would make the biggest difference in your team?

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7 Rituals Jeff Bezos Used to Make amazon Unstoppable

John Templeton’s Billion-Dollar Playbook:
7 timeless money rules for leaders and investors.

They’re simple to read and harder to live by.
But those who do, create value for decades.

Here’s the condensed version:

1. Lead With Humility
⇀ Humility reduces bias and builds trust capital.
⇀ Share credit publicly, own mistakes privately.

2. Seek the Unseen
⇀ Undervalued markets hide the biggest potential.
⇀ Allocate a test budget to explore the ignored.

3. Prepare for the Inevitable
⇀ Bear markets and recessions are certain to come.
⇀ Buy when shares are thoroughly depressed.

4. Stop Chasing Predictions
⇀ Markets are too complex to forecast consistently.
⇀ Use pre-defined entry and exit strategies.

5. Dare to Be Different
⇀ Average actions bring average results.
⇀ Host quarterly sessions to challenge consensus.

6. Ego Blocks Learning
⇀ Ego blinds leaders to life-changing insights.
⇀ Ask one peer monthly for honest feedback.

7. Trade Against the Crowd
⇀ Herds often move opposite to value creation.
⇀ Build your watchlist before the panic hits.

Templeton built wealth on courage and discipline.
Not by guessing the future.

What rules would you add to the list?

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John Templeton's Billion Dollar Playbook

Pricing shouldn’t feel like a fight.

It should feel like a fair conversation between adults who both want the relationship to last. 

When costs keep rising and margins start to feel thin, the worst thing we can do is spring a surprise increase and hope customers accept it.

The better path is to make small, evidence-based adjustments that people can understand, and to do it with enough notice that trust grows rather than erodes. Here’s how I guide teams through it...

We set a simple rule first: price reviews happen on a predictable cadence, anchored to a sensible index, and capped so there are no surprises.

Then we give customers a choice. A clear Good / Better / Best set of tiers lets people pick the value that fits, and it means we stop discounting just to “make it work.”

For loyal customers, we start with a grace period and then move in small, scheduled steps. It’s respectful, and it smooths cash flow for everyone.

We also swap blanket discounts for an early-pay credit that protects the list price while bringing cash forward. We add a few fair boundaries so small, urgent, or high-touch work is priced to match the effort.

Where costs have increased in one part of the service, we re-bundle so value is obvious and buyers are never misled.

And when it’s time to talk, we keep the message short and human: here’s what changed in our input costs, here’s the adjustment we’re making, and here’s what stays the same in terms of quality and scope.

If you track a few signals for 30 days, you’ll see better results like: most eligible accounts receive the scheduled uplift, the overall discount rate falls, more invoices are paid early, average revenue per customer increases, and churn and NPS hold steady. 

The goal is pricing that is predictable, and defensible. Think caliper, not hammer, with measured moves that protect margin and maintain customer goodwill.

How do you explain price changes to customers without losing trust?

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7 ways to price for inflation (without losing customers)

Stop chasing money.
Start chasing freedom.

Ever lay in bed at 2 a.m., staring at the ceiling with money in the bank but no peace in your chest.

Maybe you spent the whole day in back-to-back calls, missed dinner again, and barely noticed your child laughing in the other room.

That’s when you should realise that you are not building a life, you're just surviving one. No one teaches us this early on, but chasing money without meaning is just another form of poverty.

I’ve worked with people from around the world - different cultures, different currencies. The same silent question echoed across every boardroom: “Is this what I worked so hard for?”

Instead of more hustle, try more alignment with your time, your purpose and your values.

I’ve met wealthy people who feel poor in spirit and modest earners who live rich, meaningful, happy lives.

The difference is that they stopped building for approval and started building for freedom.

Freedom to choose what matters, not just what pays.

You don’t have to shut down your business. Just ask yourself: What would your life look like if it was designed for freedom, not performance?

Money is not the goal. Freedom is.

Let that guide your next decision.

How do you prioritise freedom in your work?

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Image quote which says 'Money is not the goal. Freedom is.'

Strategy punishes slow readers.

In business, speed is noticing signals before your competitors do.

Business strategy is chess in motion, with real money and real people.

A pawn move can quietly change the whole board within weeks. Miss that signal and you begin the next quarter already playing defence.

Strong leaders read the pieces, not just this week’s numbers. They spot leverage early and protect it before it becomes expensive.

“I’ll react when it happens” is how strong companies drift into weak ones.

Use the board you have: skills, customer feedback, time, and cash. Your playbook expires the moment the market copies your last good idea.

Here are seven moves I see resilient leaders practice, again and again:

1. Name every piece:
Build a simple strengths map, then match work to where people win.

2. Control the centre:
Choose two or three value drivers, then measure them weekly and guard them.

3. Advance with purpose:
Run small experiments, log outcomes, and let tiny gains stack up fast.

4. Connect your rooks:
End handoffs and silos so teams move as one line of attack.

5. Keep your king safe:
Protect cash flow, improve visibility, and stop funding confusion or hope.

6. Trade pieces, not positions:
Say no to shiny projects that steal focus, even with quick revenue.

7) Study the endgame early:
Plan succession, cross-train roles, and build exit paths while options exist.

After every project, do a short review: what moved, what mattered, what lied. One overlooked move is often the difference between progress and regret.

Which move would have saved you the most time, if done earlier?

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One year. Hundreds of job rejections. 
Many mistakes and life lessons.

I landed in a new country with qualifications, a Big 4 accounting background and a good track record. But that didn't matter.

Every job response email started with "Thank you for applying" and ended with "no local experience."

Copy, paste, repeat. Options limited and savings shrinking. 

My confidence took hits daily and the irony wasn't lost on me. 

Numbers are numbers, audits are audits. Debits and credits don't change when you cross borders.

Next morning I switched tactics. I started calling decision makers directly. I talked about their business challenges instead of my resume. I asked about their goals, not my job title.

Met an amazing recruiter in the process and got a role at a mid-tier accounting firm. They gave me an opportunity and in return, I worked long hours and weekends for over 2 years to return the confidence they had in me.

While the All Blacks won the rugby world cup in Auckland, I was in the office working. I completed my CPA qualification in 1.5 instead of 3 years and didn't look back.

My next steps were:
1 - working at the NZ stock exchange
2 - working at a bank
3 - building my own firm.

Like me, you could also be just three steps away from the place you're meant to be, so don't be discouraged my friend.

Now, when I interview candidates, I look for hunger over history and drive over "local experience".

The rules that held me back? They don't have to limit you.

You can teach someone local standards, but you can't teach them determination and work ethic.

To the millions of people looking for work right now, don't give up!

Someone, somewhere, is looking for you. 

Keep looking for them.

You're just 3 steps away.

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📌 Sometimes a single post can make a difference to someone’s journey. Please repost and help others.

Follow Jonathan Maharaj FCPA for more insights on accounting, finance and leadership.

Most companies talk about culture.
Zappos actually built a business around it.

They started in 1999 as a tiny online shoe store, competing against giants who had more money and brand power.

But they grew faster than expected, eventually selling to Amazon for $1.2 billion.

And the real reason wasn’t logistics or pricing. It was their leadership philosophy shaped by Tony Hsieh.

Hsieh believed people don’t do their best work inside rigid hierarchies. 

He believed small, empowered teams move faster than large, controlled ones. Culture wasn’t a “nice to have” but a crucial part of their strategy.

That’s why, in 2014, Zappos made a move no one expected: they eliminated every manager's title and replaced the organisation chart with self-management.

It wasn’t perfect and was unpopular at the time.

But the experiment forced a conversation every leadership team eventually faces: Are we building a company people work for…or a company that people work with?

In my own work across audits, turnarounds, and CFO advisory, I see a pattern: the companies that grow the fastest are the ones where the culture is supportive and power is distributed.

Zappos changed what leadership could look like.

What part of their story stands out to you the most?

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🔄 Share this insight with a decision‑maker.
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Zappos got rid of managers

This year has been heavy for many people.

Jobs lost. Plans delayed.
Costs up. Pressure at home.

And the hardest part is not always the money.
It’s what the pressure does to your confidence.

A tough month can make you forget a strong year before it.
A rejection email can start to sound like a verdict.
A quiet phone can feel like proof.

Your job title was never your worth.
And your income was never your identity.

You are not “behind”.
You are not “less than”.
You are not “washed up”.

You are a person carrying responsibilities in a difficult economy.

If you are still showing up for your family.
Still trying. Still thinking about next steps.
Still holding it together on the days you feel like you can’t.

That is strength.

You don’t need a perfect comeback story to finish the year with dignity.

Finish it with the basics:

➞ One promise you keep to yourself.
➞ One honest conversation.
➞ One walk to recharge.
➞ One budget reset.
➞ One application.
➞ One early night.

Small actions are how hope gets rebuilt.

If you are tired, rest.
If you are scared, name it.
If you feel lost, ask for help.

But don’t agree with the lie that a hard year means you have no future.

Your family does not need you to be flawless.

They need you present.
They need you steady.
They need you to keep going, even slowly.

There are still 32 days left this year.

Take one of them and make it your best one.

You have value - always have, always will.
Remember that.

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➕ Follow Jonathan Maharaj FCPA for finance‑leadership clarity.
🔄 Share this insight with a decision‑maker.
📰 Get deeper breakdowns in Financial Freedom, my free newsletter: https://lnkd.in/gYHdNYzj
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Quote that says 'You have value. Remember that.'

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The Battle

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Jonathan Maharaj FCPA's LinkedIn Performance

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