Driving Hospitality Growth Through Strategic Finance
Nirmala Nuwan
Chief Financial Officer
NIHI Hotels
Driving Hospitality Growth Through Strategic Finance
Nirmala Nuwan
Chief Financial Officer
NIHI Hotels
Erwantho Siregar- 10 Best CFOs from Asia 2025
In hospitality, true leadership reveals itself in quiet moments—balancing people, systems, and guest experience with calm precision. That equilibrium defines Nirmala, a global finance leader whose career has shaped some of the world’s most admired hospitality brands. For him, finance is more than numbers; it’s the rhythm that keeps an organisation alive. “Leadership isn’t visibility or title,” he says. “It’s judgment, resilience, and the courage to empower others.” Beginning at KPMG, Nirmala built a foundation in financial governance before leading major hospitality developments in the Maldives. His journey with Universal Resorts, Virgin Limited Edition, and Siyam World reflects a record of transformation and operational excellence. Now as CFO of NIHI, he drives strategic change—fortifying resilience, shaping vision, and building financial frameworks that position the brand for enduring success. In this exclusive conversation with TradeFlock, he shares the milestones of his journey, the lessons that have defined his leadership, and the relentless drive that continues to push boundaries.
Can you share your career journey and the milestones that shaped you as a leader?
The brightest chapter of my professional journey began at KPMG, where I built a solid foundation in finance and governance. After that, I transitioned into operational finance, leading a 270-room resort project that involved land reclamations in the Maldives, as well as the construction of an airport and a large infrastructure development project. It was a leap from theory to practice—every decision carried a consequence, and every challenge required a creative, pragmatic solution. Those early years taught me to stay calm under pressure, think clearly in uncertain situations, and lead with quiet confidence —principles that have remained with me. My journey since has taken me across Sri Lanka, the Maldives, the BritishVirgin Islands, and now Indonesia, giving me a truly global perspective. At brands like Virgin Hotels, Universal Resorts Maldives, and Siyam World, I led complex operations and diverse, high-performing teams. Each role deepened my conviction that finance is not a backoffice function; it’s a strategic engine that drives decisions, empowers people, and ensures businesses endure well beyond any individual leader.
Why did you move from audit to operational finance in hospitality, and what did you learn about yourself?
The transition happened naturally. Audit gave me the ability to spot gaps and mitigate risks, but operational finance demanded something more—speed, intuition, and real-world problem-solving. In that shift, I discovered what truly motivates me: being in the room where decisions shape not just numbers, but culture and outcomes. Finance, I realised, isn’t about recording the past; it’s about influencing the future. Immersed in operations, I learned that numbers tell stories only when they are informed by human judgment and vision. That’s where finance becomes transformative —when it connects insight with action and turns analysis into progress.
"AI sharpens forecasting, makes pricing smarter, and brings precision to decision-making, allowing us to act with speed, confidence, and foresight. But AI is not a replacement for leadership—it is a partner, not a substitute.”
What’s been your most complex financial challenge in hospitality, and what did you learn from it?
The most defining challenge arose after COVID-19, when I was tasked with rebuilding an entire resort operational finance from scratch. The pandemic had disrupted everything—finances, teams, and trust. It wasn’t just about reopening; it was about reinventing. I led the reset by redesigning revenue models, rebuilding cost structures, and embedding new controls and systems. Every decision—from staffing levels to vendor strategy—was guided by data and long-term vision.It tested every skill I had, but it also proved the power of focus and resilience. Within few months, we achieved one of the region’s fastest and most sustainable recoveries. The lesson was profound: in crisis, true leadership lies in turning disruption into opportunity. Strategy gives direction, clarity drives momentum, and perseverance turns plans into results.
Which project at NIHI excites you most right now, and why?
What excites me most today is leading NIHI’s most transformative chapter—one that has redefined performance benchmarks and delivered record results within my first year and a half. Beyond the numbers, what truly inspires me is launching NIHI’s largestever expansion. This project will double the size of the resort, revamp its infrastructure, and create lasting value for years to come. Being one of the core leader of this evolution, it’s deeply fulfilling to see finance become a driving force of innovation— where strategy, capital, and creativity work in harmony to turn vision into reality. This project captures what modern finance means to me: ambition balanced by precision, creativity anchored in discipline, and every decision contributing to NIHI’s enduring legacy.
How is technology, especially AI and automation, transforming finance operations?
What excites me most about technology is its ability to shift finance from reactive management to proactive leadership. AI sharpens forecasting, makes pricing smarter, and brings precision to decision-making, allowing us to act with speed, confidence, and foresight. But AI is not a replacement for leadership—it is a partner, not a substitute. For me, AI is a tool that amplifies human intelligence and leadership. It enables us to lift operational weight, identify opportunities earlier, and allocate our energy where it matters most—driving impact, inspiring teams, and making bold, game-changing decisions.
