In today’s fast-paced business world, strong financial leadership is essential across industries—from automotive to advertising. Few embody this leadership better than Suloshini Krishna Singh, CFO of Optimi Group. With 17 years of experience across a wide spectrum of sectors and a robust track record in strategic financial management, Suloshini’s impact reaches far beyond spreadsheets. She is a visionary who believes in purpose-driven leadership, continuous improvement, and the power of people to drive organizational success.
The Spark That Lit the Path
At 16, Suloshini Krishna Singh stood at a familiar teenage crossroads: uncertain about her future career. With no Google or AI to guide her, career insights came from encyclopedias, word-of-mouth, and limited exposure to professional roles. Although she had a love for Math and Physics, it was an unexpected source—a friend of her sister, newly qualified as a CA(SA)—who introduced her to accounting.
His canary yellow BMW M3 might’ve caught her eye first, but it was the promise of challenge, prestige, and opportunity in finance that sealed her decision. “It’s funny how life works out,” she reflects. Today, while the M3 remains a dream, her Golf R and role as a “soccer mum” are reminders of how aspirations evolve with time and purpose.
Beyond the Numbers: Redefining the CFO Role
As CFO at Optimi Group, Suloshini’s mission goes far beyond managing financial statements. “It’s about supporting the CEO and helping the business grow,” she explains. Her leadership focuses on unlocking value through innovation and efficiency—not just ticking compliance boxes.
She sees the role of finance as integral to business strategy, requiring not only technical proficiency but also a strong foundation in soft skills. “Soft skills—like influencing, empathy, and communication—are essential. They’re what create a culture of innovation and engagement.”
Suloshini Krishna Singh makes it a point to inject fun into finance too. “Yes, it is possible,” she smiles, advocating for an environment where professionals are not only skilled but also motivated and excited about their work.
Strategic Agility Through Communication
For Suloshini Krishna Singh, effective strategy starts with understanding the broader business goals. “Finance can’t operate in isolation. We can’t be the bean counters in a dark room. Our strategies must be aligned with the organization’s objectives—both long and short term.”
Open, clear communication plays a pivotal role in enabling this alignment. While “communication” may sound like a buzzword, she warns that many leaders still don’t get it right. “So many issues stem from people simply not talking to each other,” she says. For her, keeping channels open ensures agility and the ability to pivot quickly when conditions shift.
Insights Built on Empathy
Suloshini’s diverse sector experience didn’t happen by accident. She deliberately sought out different industries to gain deeper insight into how businesses operate. Her method? Listen first. “Before implementing any change, I listen—to the business, to the people. It can take up to four months just to understand the culture and challenges.”
Only after building this understanding does she begin to implement changes—and even then, cautiously. “You have to introduce change in small, manageable steps,” she notes. This empathetic, measured approach helps organizations adapt without resistance or overwhelm.
Cultivating Accountability and Team Alignment
In leading teams of various sizes, Suloshini Krishna Singh has encountered a consistent challenge: differing interpretations of accountability and transparency. To address this, she employs what she calls a ‘dipstick test’—an informal assessment of where her team members stand on engagement and alignment.
But instead of leaning heavily on formal team-building exercises, Suloshini Krishna Singh prefers consistent, personal engagement. “A fancy team lunch at a posh restaurant won’t fix disengagement,” she says. What matters more? “One-on-one chats, braais, and showing real interest in people.”
Harnessing Collective Intelligence
“I firmly believe in surrounding myself with experts,” Suloshini Krishna Singh shares. “If you’re the smartest person in the room, you’re in the wrong room.” She draws inspiration from Gordon Ramsay’s collaborative kitchen model: even the best need support.
In an ever-evolving business landscape, Suloshini’s strategy is to stay informed by tapping into the knowledge of specialists. “Relying on smart people keeps me sharp and ensures I make sound decisions.”
Leading HR with Heart
In addition to her CFO duties, Suloshini Krishna Singh leads the HR team at Optimi. True to her style, she began with observation and listening. “We needed to understand where the organization stood before developing short-, medium-, and long-term engagement strategies.”
She believes employee engagement isn’t about perks or events. “It’s about knowing people—their needs, aspirations, and challenges. Only then can you build a culture of excellence.”
Influence Over Authority
According to Suloshini Krishna Singh, real success in a CFO role comes from influence, not just authority. “Anyone can know accounting standards or legal requirements,” she says. “But a great CFO instills meaning in others to help them perform at their best.”
Acknowledging that she can’t do everything alone, Suloshini Krishna Singh places great value on teamwork. “You need people. Without them, even the best strategies fall short.”
Perseverance and Kaizen
A personal proponent of Kaizen—the Japanese philosophy of continuous improvement—Suloshini Krishna Singh believes in learning through iteration. She compares it to baking: “If a cake flops, I don’t give up. I bake it again and again until I figure it out.”
This mindset translates into her professional life. For her, the true joy of being a CFO lies not in finalizing Annual Financial Statements but in watching her team grow. “It’s about people. Seeing someone flourish—that’s the ultimate reward.”
Redefining the Finance Function
Suloshini Krishna Singh envisions a finance function that’s dynamic, engaged, and fully integrated into business decision-making. “We can’t be the ones hiding in corners with spreadsheets that no one understands,” she asserts. Instead, finance must evolve into a strategic, people-centric unit aligned with the company’s vision.
“I’m optimistic that by focusing on people, we’ll continue to drive this evolution. The more aligned we are with where the business wants to go, the more impact we can make.”
The Bigger Picture: Balancing Dreams and Reality
A strong believer in dreaming big, Suloshini Krishna Singh is equally practical about the journey. “Dreams are essential—but they mean nothing without action.” Flexibility is just as important. “You can have the best plan, but you also need the maturity to pivot when life throws curveballs.”
As a wife, mother, daughter, pet owner, and CFO, Suloshini Krishna Singh knows the pressures of wearing multiple hats. Her advice? “Don’t be too harsh on yourself. You’re only human.”
She encourages people to evaluate their progress over longer periods. “Don’t measure yourself daily. Look at what you’ve accomplished over time. That’s where real growth and balance lie.”
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