In 2025, finance leaders in Singapore and Southeast Asia face a complex landscape shaped by rapid digital transformation, evolving regulatory demands, and heightened emphasis on sustainability. The rise of fintech innovations such as embedded finance, AI-driven personalization, and stablecoins is redefining financial services, while the pressure to attract and retain specialized talent intensifies amid skill gaps and workforce evolution. Against this backdrop, finance leaders must navigate shifting roles that have evolved from pre-pandemic stability through pandemic disruption to a post-pandemic era marked by geopolitical uncertainties and technological acceleration. Balancing organizational goals with personal leadership aspirations, building resilience, and preparing future leaders are critical priorities as they steer their companies through ongoing transitions. These dynamics prompt important reflections on leadership evolution, challenges, and role models relevant to senior finance executives in Asia today.Song Yeow Chung, CFO of Old Chang Kee Ltd and ISCA council member shares his views and experiences on the topic. 1. Describe the finance leader’s role pre-pandemic, during the pandemic, post-pandemic, Trump 2.0. 2. As a finance leader, what has been most interesting to your during these periods of transitions? 3. In your view, what makes for a resilient and great finance leader?4. What has been the most challenging aspect of the role in today’s environment?5. What should future finance leaders do today to lead them to that future position?6. How do you strike a balance between personal goals vs the company’s goals and aspiration?7. As a leader, who for you is a role model to emulate/aspire to?

Ask this episode

“What did the council decide on item 42?” — answered with the speaker and the moment.

Transcript

Related