When Nafisa Kistan took the CFO seat at Kia South Africa, she entered one of the most disrupted industries in the world. With decades of finance leadership behind her, Kistan shares what it takes to lead with strategic influence, navigate operational complexity, and make board-level decisions in an environment shaped by volatility, uncertainty, and change.

Proving Value in High-Pressure Environments 

Kistan stepped into the CFO role with a clear mandate: drive value, not just manage compliance. She emphasized that proving yourself isn’t about loud declarations, but consistent, strategic execution. “You don’t need to prove you belong when your track record already shows it. You earn your seat by focusing on outcomes.” 

Her method? Combine deep listening with decisive leadership. She draws on years of operational experience to move beyond the “no” stereotype in finance and build partnerships across the business. “It’s not about blocking spend, it’s about making smart trade-offs that generate returns.” 

This approach is echoed in case studies such as Microsoft’s finance transformation under CFO Amy Hood. Hood redefined the role of finance as a collaborative partner across the business, pushing strategic agendas while maintaining financial discipline.

Breadth Before Title: The Case for Operational Finance 

Titles don’t always reflect capability. Kistan points out that many CFOs-in-waiting operate without the formal title for years. “We need to stop assuming tenure or qualification alone equals readiness. The real differentiator is breadth and depth across business lines.” 

She argues that exposure to cross-functional and operational finance is essential. “If you’ve never sat with logistics, sales, or supply chain, your view is too narrow. That limits your board impact.” 

This is supported by research from EY, which found that CFOs with cross-functional experience are 35% more likely to be seen as strategic partners by their boards. 

Forecasting Beyond the Budget 

In an import-driven business like Kia South Africa, traditional budgeting loses relevance fast. Kistan leads through constant forecasting, blending data with institutional knowledge. “Budgets give you a roadmap. Forecasting keeps you on the road when the terrain changes.” 

With volatile currencies, regulatory shifts, and evolving customer demand, agility in finance has become non-negotiable. “You need tools and people who can run new scenarios at speed. The board doesn’t wait for month-end.” 

Global players like Unilever and Procter & Gamble have moved to rolling forecasts and scenario-based planning. These models increase responsiveness and decision-making speed, key in fast-changing environments. 

Leadership Beyond the Numbers 

Kistan’s background as a lecturer and mentor sharpens her communication and strategic alignment skills. Teaching technical content forces clarity. “You only truly understand something when you can explain it simply. That skill is critical in boardrooms.” 

She also challenges the belief that there’s only one path to CFO. Her own journey included part-time study and early work experience, a path she believes builds resilience. “You don’t need the perfect route. You need consistency, perspective, and the ability to translate financial insight into business action.” 

Deloitte’s CFO Signals survey consistently finds that the most effective CFOs combine technical mastery with communication and leadership agility. Kistan’s path mirrors this integrated model. 

Ethics, Not Just Economics 

Asked about ethical leadership, Kistan underscored the importance of organizational culture. “Ethical strength must be led from the top. In the best organizations, you don’t have to fight to do the right thing, it’s expected.” 

She acknowledged that tough calls often arise not from ethical breaches but from decisions that carry real human cost, like restructures. The key is balancing short-term actions with long-term sustainability. “If you lead with clarity and purpose, your team will follow, even in the hard moments.” 

This perspective aligns with the leadership frameworks seen at companies like Patagonia and Salesforce, where purpose-driven finance leadership is a core expectation of the executive team. 

 In Closing 

Nafisa Kistan’s story is a case study in what modern CFOs must embody: cross-functional understanding, real-time decision-making, ethical leadership, and the ability to speak fluently between operations and the board. In a world that demands resilience, she leads with clarity. 

Become a Chartered Chief Financial Officer with CIBA and we will show you how to turn operational experience into board-level influence.