Prajesh Panikar-Most Inspiring Global Finance Leaders 2025

The first real test of a finance leader is not an audit or a quarterly close. It is the moment when business leaders pause and ask, “What do you think we should do next?” For Prajesh Panikar, that moment marked a turning point. It signalled his evolution from reporting numbers to shaping direction, from tracking outcomes to influencing decisions that define an organisation’s future.

In a recent TradeFlock interview, Prajesh reflected on how a phase of rapid growth transformed his understanding of finance from a function focused on measurement to one centred on enabling bold, informed choices in uncertain environments. This perspective positioned the CFO as an architect of long-term value rather than a custodian of short-term results.

Today, as Chief Financial Officer of Crescent International Group, Prajesh, who holds dual masters degrees from the University of UK, including MBA and MSc in Accounting and Finance, operates at the core of strategic decision-making, guiding the group’s financial strategy, governance, and regulatory compliance across diversified verticals. In the UAE’s fast-evolving regulatory environment, he ensures growth is supported by clarity, discipline, and robust financial frameworks built for resilience and scale.

Prajesh brings hands-on experience across ADGM-regulated environments, with deep expertise in IFRS compliance, prudential reporting, and group-level financial governance. Before CIG, he served as Head of Finance at ICEBERG Capital, managing regulated finance operations and ensuring precision in reporting and submissions.

Complementing his corporate leadership, Prajesh is the founder of Smart Tax Consultancy, serving over 300 clients across the UAE. His experience implementing ERP platforms such as Odoo and Zoho enhances transparency, control, and strategic foresight, enabling organisations to make confident, future-ready decisions.

Here is the excerpt from the interview.

How can CFOs strengthen financial resilience and forecasting amid economic volatility?

In today’s volatile economic environment, financial resilience begins with shifting from static planning to dynamic, intelligence-driven decision-making. The traditional annual budget is no longer sufficient on its own; organisations need rolling forecasts, real-time data visibility, and scenario modelling that allows leadership to anticipate multiple futures rather than react to a single outcome.

One of the most effective strategies is building a strong connection between financial data and operational realities by integrating insights from supply chain, commercial teams, and market intelligence into the forecasting process. This creates a living financial model that reflects not just macroeconomic indicators like inflation and interest rates but also on-the-ground business signals.

At a leadership level, I focus on embedding a culture of resilience, right from diversifying funding sources, maintaining disciplined liquidity management, and investing in digital finance platforms that enhance speed, accuracy, and transparency. In an environment as dynamic as the UAE and the broader global market, the goal is to ensure that finance is not only predicting risk but actively positioning the organisation to turn uncertainty into strategic advantage.

How do you develop and retain finance talent for strategic roles?

One key strategy I use is creating an environment where finance professionals grow beyond traditional technical roles and become strategic business partners. This begins by identifying high-potential individuals early and giving them exposure to cross-functional projects, leadership discussions, and decision-making forums where they can apply financial insight to real business challenges.

Mentorship and structured development plans help them build not only financial expertise but also commercial awareness, strategic thinking, and influencing skills. Stretch assignments and collaboration with business leaders provide the perspective and confidence to make organisation-wide decisions.

When talent feels challenged, supported, and valued for their strategic impact, not just numbers, retention improves. This approach ensures finance teams remain agile, innovative, and capable of driving long-term value.

How do you build trust with non-financial teams when introducing data-driven, disciplined decisions?

Building trust with non-financial teams has always been about translating numbers into insight that matters to them. Early in my career, I noticed that while finance could highlight risks or efficiencies, teams in operations or sales sometimes saw it as a barrier rather than an enabler. The turning point was when I started framing financial data in the context of their goals, showing how disciplined budgeting, scenario planning, or cost optimisation could empower them to make bolder, more informed decisions.

I focus on collaboration over compliance. That means actively listening to their challenges, co-creating solutions, and presenting financial insight in a way that is actionable and understandable. Over time, this approach has transformed hesitation into partnership. Today, teams see finance not as a gatekeeper, but as a strategic ally that is a source of foresight, guidance, and support that helps them achieve their objectives while driving sustainable growth.

How are you building a future-ready finance team, and what advice would you give CFOs facing talent gaps?

Building a future-ready finance team means transforming finance from a reporting function into a strategic, innovation-driven business partner. My approach focuses on three areas: digital enablement, talent development, and cultural transformation. We leverage analytics and automation to free teams for insight and decision support, while rotational programmes, cross-functional exposure, and mentorship cultivate commercial acumen and strategic thinking.

Equally important is fostering a culture of curiosity, collaboration, and the courage to challenge assumptions. My advice to CFOs: view talent gaps as opportunities, invest in people alongside technology, and build pathways for your team to become true business partners.