By Nirav Patel, Executive Director, Steel and Tube Industries
When I look back on my career journey, I often return to the pivotal role that awards have played in shaping, not only my professional growth, but also my perspective on leadership. Winning an award such as the Chief Financial Officer Award was not simply about recognition; it was a moment of reckoning, a reminder that as finance leaders, we carry responsibilities far greater than closing books or balancing accounts.
The role of a Chief Financial Officer (CFO) has evolved dramatically. Today, a CFO is not only a steward of finances but also a strategist, catalyst, and operator who drives transformation across an organization. The expectations are higher, the scrutiny sharper, and the demand for forward-looking vision unrelenting. In my own experience, the awards gave me the platform to internalize this shift. They forced me to ask: Am I only protecting the numbers, or am I also driving impact and creating a legacy?
It is this reflection that fueled my transition from CFO to Executive Director. As CFO, my lens was financial health and operational efficiency. As Executive Director, the canvas broadened, to strategy, culture, sustainability, and long-term value creation. I realized that finance leaders who aspire to grow must deliberately step into roles that demand versatility, cross-functional thinking, and people leadership. Numbers tell a story, but it is people who write the chapters.
I caught myself reflecting on the theme of this year’s ACCA and Deloitte Uganda CFO Awards; “CFO Vision: Creating Impact and Legacy” and it resonates deeply. Finance leaders must adopt a visionary mindset: anticipating technological disruptions, navigating regulatory changes, and embedding environmental, social, and governance (ESG) practices into their business models. These are no longer peripheral concerns; they are central to long-term success.
For me, the Awards were not just accolades; they were catalysts of self-discovery and growth. They taught me that recognition is not an end in itself but an invitation to lead more boldly, to inspire others, and to think beyond the immediate horizon.
As I lead Steel and Tube Industries today, I carry forward the lessons the CFO journey instilled: discipline, foresight, and resilience. But I also embrace the broader CEO mandate: to create lasting impact and legacy for the organization, its people, and the communities we serve.
My message to current and aspiring CFOs is this: embrace the challenges, pursue continuous learning, and never underestimate the power of recognition to propel you into leadership roles you may never have imagined. The world no longer needs CFOs who count value; it needs CFOs who create it.
