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Editorial
-Alaya Brown
Redefining Purpose Through Finance and Strategy
Inaneradefinedbyacceleration—wherealgorithmsshape
decisions,volatilitydefinesmarkets,andtransformationisno longeroptional—leadershipisundergoingitsmostprofound test.Today,thetruemeasureofaleaderisnotsimplytheabilityto adoptemergingtechnologies,butthewillingnesstorecalibrate purpose.Change,atitscore,isnotaprojectoraninitiative;itisa mindset.Itdemandsthecouragetoquestionwhatalreadyworks,the disciplinetorebuildwhatdoesn’t,andtheempathytoensure progressneverbecomesdetachedfrompeople.Realchangebegins within,longbeforeitappearsinmetrics,outcomes,orinnovation cycles.
Whilemanyleadersstillviewdisruptionasastormtoendure,there arerareindividualswhoseeitasaforcetoharness.GurpreetSingh isonesuchtransformationalleader.Herecognizesthatdisruptionis notathreatbutanenergythatcanreshaperealities.Whereothers avoidambiguity,hedissectsit.Whereorganizationsseecrisis,he seesignition—achancetoreconfiguresystems,rethinkassumptions, andrewritepossibilities.
Withmorethan23yearsofmulti-sectorexperienceacrossIT, FinTech,anddiversifiedcorporatelandscapes,Gurpreethas consistentlydemonstratedthepowerofstrategicfinanceasacatalyst forgrowth.AsCFOandHeadofStrategicFinance,hehasredefined financialleadershipbeyondbalancesheetsandbudgeting.Forhim, financeisanintelligent,adaptiveinstrument—alenstodetect patterns,uncoverpotential,andsteercompaniestowardsustainable performance.
Hisleadershipisnotmerelyaboutchangemanagement;itisabout masteryofmomentum.Gurpreetdoesnotchasetransformation;he engineersit.Throughoperationalrigor,businessforesight,and disciplinedinnovation,hehasenabledorganizationstoscale,evolve, andcreateenduringvalue.Heunderstandsthatthefuturewillbelong toleaderswhostrikealignmentbetweenpurpose,performance,and progress.
InrecognizingGurpreetSinghasoneoftheMostTransformational LeadersMakinganImpactin2025,wecelebratenotonlyhis achievements,buthisphilosophy:changeisnotanevent—itisa stateofcontinuousreinvention.Hisjourneyremindsusthat transformationisultimatelyhuman,groundedinclarityofvisionand therelentlesspursuitofabettertomorrow
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MostTransformationalLeaderMakingAnImpactIn2025
GURPREET SINGH
FromNumberstoNarrativesofChange
“True leaders are defined by their ability to listen, adapt, and empower.”
Singh Chief Financial Officer WAISL Limited
Gurpreet
Intheeraofacceleration,whenalgorithmsdetermine choices,andturbulencecharacterizesvision,change hasturnedintodemand.However,noteveryleader realizesthatactualchangeisnotaboutembracing technologybutareconsiderationofpurpose.Itrequiresthe audacitytochallengewhatisworking,theprecisionto restructurewhatisnot,andthecompassionatenatureto makesureprogressdoesnotbecomeanendinitself.The realchange,however,beginsinside.
Itistruethatwhenamajorityofleadersconsiderdisruption asastormthattheyhavetowithstandnumerouschallenges andcomeupwithtransformativesolutions.Gurpreet Singhseesitasthewavethatcarrieschange.Hehas confrontedcomplexitynotbyrefusingtodealwithitbutby demystifyingit-makingambiguityhisarchitecture,crises hisenginesofreinvention.Inallpositions,hehas reinventedfinanceasanadaptiveandintelligentinstrument. Whereotherswouldonlyperceiveledgersandfigures,he viewspatternsofpossibilities.Hisleadershipisnotabout changemanagementbutratheraboutcontrolling momentum,makingdestinieswherepurpose,performance, andprogressruninthesamedirection.
Hehasastronghistoryofmultiplexedexperienceina careerofmorethan23yearsastheheadoffinancestrategy andtransformationinIT,FinTech,anddiversified environments.BeingtheCFOandheadofstrategicfinance, hehasspearheadedbusinessgrowth,operational excellence,andfinancialdiscipline.
Re-engineeringFinancefortheFuture
ACharteredAccountantwithCS,CISA,CIA,and ACCA(UK)qualifications,Gurpreetblendstechnical depthandstrategicacumeninfinancetransformation, businessstrategy,FP&A,controllership,andrisk management.Heoptimizescapitalstructures,scaleshighgrowthventures,andstrengthensinvestorconfidence.
Hailingfromahumblepublicservant'sfamily,hevalues integrity,perseverance,andpurpose.Outsidework,he cherishesfamilytimeforgroundingbalance.
ACFO'sJourneyAcrossConglomeratesandCode
Gurpreet'sjourneybeganatDeloitteinAssurance,auditing majorcorporations.Thisfoundationbuilthisexpertisein financialdiscipline,detailorientation,governance,and integrity Thesecorevaluesguidehiscareer
HethenjoinedAdityaBirlaGroup,aleadingIndian conglomerate,gainingdeepinsightsintomanufacturingand industrialoperations.There,heobservedhowstrategy, execution,andfinanceconvergetoachievescaleand sustainability
TransitioningtoGECapitalprovedpivotal,entering financialservices.InleadershiprolesfortheGECapitalStateBankofIndiaJointVenture,Gurpreetmastered technology-driventransformation.Helearnedhowdigital toolsanddataanalyticsrevolutionizefinance,operations, andcustomerexperience.
AtHCLTechnologies,hetookaglobalroleinmanaging complexcommercialstructuresforinternationalclients whilefuelingprofitablegrowth.Whileexpandingenterprise transformationandglobalfinancepracticeleadership,he advisedFortune100companiesontech-enabled restructuringandinnovation.
Shiftingfromamultibillion-dollarfirm,Gurpreetbecame CFOatPayU,buildingtheFinTechstartupfromscratch. Heexploreddigitalpaymentsandnewproductsina disruptive,high-speedenvironment.
Today,asCFOofWaisl,heleadsdigitaltransformationin transportinfrastructure,creatingsolutionsthatimprove passengerexperiencesformillionswhiledrivingpartner profitability.Gurpreetfindsprivilegeandpassioninthis impactfulintersectionoftechnologyandpurpose.
Eachphase,fromglobalgiantstoagilestartups,hasdriven continuouslearning,transformation,andpurpose.This reinforceshisviewthatfinance,fusedwithtechnologyand strategy,propelsbusinessevolutionandenduringvalue.
Beyondthe50/50Myth
Gurpreethighlights,“Balancing professional and personal life, especially in a demanding leadership role, is less about achieving a perfect equilibrium and more about finding harmony through clarity and prioritization.”
Balancestartswithpurposeandperspective.Atwork,he drivesmeaningfuloutcomesbyempoweringteams, promotinggrowth,andcreatingvalue.Effectivedelegation andtrustincolleaguesfreehimtofocusonstrategyover operations.
“Focusing on customer retention is more costeffective than constant acquisition, so prioritize excellent service and actively seek feedback to adapt.”
BlendingDisciplinewithDisruptiveInnovation
Gurpreetrecalls,“My appetite for business has always been driven by curiosity, purpose, and impact.”Heisdrivento understandhowstrategy,people,technology,andfinance getocreateenduringvalue,keepinghimengagedin evaluatingmodels,shapinggrowth,andleading transformation.
Heseesbusinessasaplatformforinnovationandvalue creation,notjustprofit.AcrossIT,FinTech,and manufacturing,hehaslearnedresilience,adaptability,and growth,reinforcingthatsuccessblendsfinancialdiscipline withentrepreneurialagility.
Guidedbystrategicpragmatism,Gurpreetbalances ambitionwithaccountability.Hethrivesonscaling businesses,unlockingefficiencies,andensuringsustainable growththroughsoundstewardship.Equally,heinvestsin people,buildingtrust,nurturingteams,andpromoting empowerment.
Inessence,hisdriveissimple:contributemeaningfully, learncontinuously,andleaveeveryorganizationstronger
ThrivingattheIntersectionofFinanceandFuture
Gurpreetisdrivenbycontinuouslearningandthethrillof solvingcomplexproblemsthroughinnovativethinking. Everychallenge,operational,strategic,or transformational,offersachancetolearn,adapt,and improve.
Financeevolveswithtechnology,regulation,and markets,demandinganopen,curiousmindsetbeyond technicalskills.Hethrivesonexploringhownewideas, technologies,andmodelsreshapeoperationsandvalue delivery,keepinghimenergizedandagile.
Heexcelsatconnectinginsightstoaction,turning complexityintoscalablesolutions:optimizingperformance, drivingdigitaltransformation,orcraftinggrowthstrategies. Innovationmeanssmarter,sustainableproblem-solvingand buildingresilience.
Learningflourishesthroughdiverseteams,fresh perspectives,andfearlessexperimentation.Gurpreet mentions,“I find immense satisfaction in cultivating onments where ideas can grow and where people feel empowered to question the status quo.”
Hispassionistheongoingjourneyoflearning,evolving, andinnovating,usingeachexperiencetocreatelasting impactforbusinesses,people,andecosystems.
Gurpreet'sPivottoProfitableResilience
TheCOVID-19pandemictestedleadershiplikenever before,requiringagility,empathy,anddecisiveaction.Asa CFO,Gurpreetprioritizedbusinesscontinuityand employeewell-being,blendingfinancialprudencewith humansensitivity
Hefirststabilizedcashflowsandprofitabilitythrough scenarioplanning,investmentre-prioritization,andcost optimization,preservingcriticalcapabilitiesandcustomer commitments.Thisemphasisonliquidityandresilience formedthebedrockformanaginguncertainty
Simultaneously,recognizingtheneedtostayconnected, Gurpreetaccelerateddigitaladoptioninfinanceand operations.Thisenabledremoteprocesses,data-driven decisions,andswiftcustomerresponses,sustainingprofits andstrengtheningpost-crisispositioning.
Employeecommitmentprovedvital.Measuresensure financialsecurity,mentalhealth,andflexibility,with transparentcommunicationandempathypromoting motivationandalignmentinremotesettings.
Inretrospect,thecrisishighlightedtheCFO'sbroaderrole: leadingwithforesight,empathy,andadaptabilitytobalance sustainabilityandhumanneeds.Throughdiscipline, innovation,andpeople'sfocus,Gurpreetnotonlynavigated thechallengesbutbuiltamoreresilient,purpose-oriented organizationforthefuture.
TheMotivationMaestro
Gurpreetrecognizesthatprofessionalsuccessstemsfrom inspiringcollaborationandbuildingtrust,notindividual brilliance.Akeystrengthismotivatingteamsbyaligning personalaspirationswithorganizationalgoals,promoting anenvironmentwherepeoplefeelvalued,sparkingnatural productivityandinnovation.
Hiskeeneyefordetailunderpinscredibilityinfinanceand strategy Thisprecisionenablesinformeddecisions,risk anticipation,andflawlessexecution.Heequallyprides himselfonhonouringcommitmentsandtransparency, cultivatingenduringtrustwithteams,investors,and partners.
Leadership,forGurpreet,isongoinglearning.He acknowledgesaformertendencytosetexceptionallyhigh standardsforhimselfandothers.Itfuelsexcellence,yethe haslearnedtobalanceitwithempathy.Nowmoremindful, hecelebratesprogressalongsideperfectiontosustain motivationandcreativity.
LegacyBeyondLaurels
Gurpreethasearnednotableawardsthatvalidatehis commitment.The“BestBusinessPartner”AwardatHCL Technologieshighlightshiscollaborativeleadership, integratingfinancewithastrategytodriveprofitable growth.The“ValueCreator”AwardatSBICards recognizeshisemphasisoninnovation,disciplined execution,andlastingvalue.
Truerecognition,however,comesfromthetrustandrespect ofcolleagues.Beinginvitedbackorconsultedbyformer organizationsaffirmstheenduringimpactofhisleadership, positiveattitude,andfocusonresults.
Personally,Gurpreetvaluesbalance,humility,andlifelong learning.Heremainsgroundedamidchange.Every accoladereinforcesthatsuccessliesnotonlyin achievementsbutininspiringothersandcreatingvaluethat outlaststenure.
ManifestoforAuthenticLeadership
Gurpreetviewsleadershipnotasapositionbutasa responsibilitytocreateimpact,inspireothers,andpromote growth.Hebelievesthataspiringleadersshouldprioritize authenticity,resilience,andcontinuouslearning.
Hesays,“True leaders are defined by their ability to listen, adapt, and empower.”Theyasktherightquestionsand cultivateenvironmentswhereideasflourish.Empathyand trustunlockexceptionalperformance.
Gurpreetadvisesbalancingvisionwithexecution:seethe bigpicture,actprecisely,masterthebusiness,staycurious abouttechnologyandtrends,andembraceunlearningto remainrelevant.
Integrityandcommitmentareessential.Honour commitments,communicatetransparently,andown outcomestoearnlastingrespect.Measuresuccessbythe peopleuplifted.
“My appetite for business has always been driven by curiosity, purpose, and impact.”
“Balancing professional and personal life, especially in a demanding leadership role, is less about achieving a perfect equilibrium and more about finding harmony through clarity and prioritization.”
Embracechallengesasgrowthopportunities.Staypositive, humble,andvalue-focusedfortheorganization,teams,and self.
Ultimately,leadershipinspiresbeliefinasharedvisionand elevatesothers;successfollowsnaturally.
TheLearningLoop
Gurpreetbelievesgrowthandsuccessstemfromcontinuous learning,integrity,andpurpose.Staycurious,embrace change,andupholdvalues.Buildtrust,honor commitments,andleadwithempathy.Peoplemaketrue progress.Heasserts,“My mantra has always been to learn, adapt, and contribute meaningfully.”
MetricsThatFuelSustainableScale
Gurpreetemphasizesthatprofitablebusinessessolve genuinecustomerproblemsefficientlyandconsistently. Identifymarketneedsandcraftauniquevalueproposition.
Guidestrategywithasolidbusinessplan,butmake disciplinedfinancialmanagementcentral.Monitorcash flowandcontrolcostsrigorously.
Hehighlights,“Focusing on customer retention is more cost-effective than constant acquisition, so prioritize excellent service and actively seek feedback to adapt.”
Trackkeymetricslikeprofitmarginsandcustomerlifetime valuefordata-drivendecisionsthatdrivescalable, sustainablegrowth.
LEADERSHIP HABITS THAT CREATE CHAMPIONS
Championshipteamsdonotcomeaboutbychance.
Theyarethoughtfullyformedbyleaderswho realizethatitistheconsistenthabits—ratherthan fleetinginspirationalmoments—thatmainlybringabout long-termsuccess.
Suchleadersdonotdependonmotivationalone;rather, theyestablishsystems,mindsets,aswellasdailyroutines thatultimatelyresultinturningpotentialintoperformance. Winningteamsarenotfortunate—theyareready,in harmony,andfueledbyhabitsthatsupportexcellence, resilience,andsharedambition.Successisnotsimplya moment.Instead,itistheresultofacertainculture.
SettingStandards,NotJustGoals
Properleadersdonotonlysetgoals—theyalsodetermine standards.Whilegoalsprovideasenseofdirection, standardscreatetheteam’sidentity.Awinningteamisone thatcanstillsaywhat“great”meansonanormal Wednesdaymorning,ahardweek,andevenunderpressure. Theleadersgettodecidethecompany’satmospherein
areaslikeconcentration,implementation,gettingready, communication,andtakingresponsibility;atthesametime, theykeeptothosesamestandardsthemselves.Excellence, whenitbecomeshabitual,makesperformancealmost automatic.
Itisthestandardsthatchangetheteam’seffortsinto continuousendeavors,andtheseintofinalresults.
PracticingRadicalClarity
Productiveteamsneverquestionwhatisofutmost importance.Leadersinformtheirsubordinatesaboutthe priorities,theroles,andtheexpectedresults.Claritygetsrid ofconfusion,replication,andwastingofeffort.Italso opensawayforeveryonetousetheirenergyonlyforthe thingsthatreallymovethemissionahead.
Winningteamsunderstandwhat,who,andwhyisbeing done,andhowsuccesswillbequantified.Clarityisnota singlespeech—rather,itisaconstantlytransparent communicationandcorrespondingaction.
Teams That Win
BuildingTrustThroughPresence
Trustisthebaseonwhichevery successfulteamisbuilt.Withoutit, talentpitsitselfagainsttalentinstead ofteamingup.Leadersraisetrustnot bybigacts,butbytheireveryday presence:listeningattentively,doing whattheypromise,admittingfaults, andshowingthattheyarefair especiallyindifficulttimes.
Trustchangesteamsfromsimple groupsofpeopleintoastrongand unitedteam.Itmakestheso-called psychologicalsafety,thusallowing peopletosaythetruth,tochallenge theviews,andtotakepartwithout fearing.Wheretrustis,growthgets evenfaster
TurningFeedbackintoFuel
Oneofthemaincharacteristicsof championsisthattheyarecreatedin thedifficultplaceswherehonest feedbackmeetsgoodintentions. Suchleaders,whobringup champions,makefeedbacknormal —theydoitconstructively,takeitwithhumility,anduseit forguidancetogetbetter.
Winningteamsdon’tputupafacadeforthesakeofego; theysafeguardprogress.Feedbackthusbecomesamutual engagementratherthanalocatingdownwardcorrection. Thequestionisnot“Whodiditwrong?”but“Howcanwe getbettertogether?”
Thishabitchangesthe(re)experienceoffailuresinto (re)learningand(re)learningintoacompetitiveedge.
TrainingResilience,NotJustSkill
Skilliswhatgetsyougoing;resilienceiswhatkeepsyou going.Thosewhowinarepracticingresiliencejustas deliberatelyastheyarepracticingtheirskills.Leaders demonstratetheirstrengthwhentheyareunderpressure, andviewproblemsasawaytoincreasetheirflexibility.
Resiliencepracticescompriseofcontrolledreactions, gettingone'scenterbackinamomentofstress,and
acceptingfailureasapieceofinformation.Thoseteams whoworkontheirresilienceareabletodeliverevenwhen theyhavegooddays,baddays,orwhenthesituationis unpredictable.
Winningteamsarenotthosethatneverstruggle,butthose thatgetbackontheirfeetswiftly
EmpoweringOwnership
Themosteffectiveleadersarenottheoneswhocreate followers—theyaretheoneswhocreateowners. Ownershipiswhenanindividualhasthefeelingthathe/she istheagentofthedecision,isproudofthecontribution,and feelsresponsibleforthecollectiveresults.
Ifownershipisstrongenough,disciplinewillbeinternal ratherthanimposed.Peoplewillwillinglytakeinitiative, findsolutionstoproblemsinaproactivemanner,andnot waitforinstructionstoholdthemselvesaccountable.The cultureofownershipisasourceofleadersatalllevels.
Whereeverymemberisaleader,thoseteamsaretheones thatkeepwinning.
ChampionsareCreatedDaily
Thehabitsthatformwinningteamsarestraightforward, thoughnotsimple.Theydemandfromtheleaders consistency,discipline,humility,andcourage,andalsothat theysetexamplesratherthanrequestit.
Winningteamspossessstandards,clarity,trust,feedback, resilience,andownershipontheirdailywalks—without fail.
Theydonotgoaftermomentsofglory;instead,they establishsystemsofgreatness.Itisinthatsteadinessthat championsarecreated—andmaintained.
People First, Performance Always
Leadershipisnolongeradecisionthatpeopleor
performancehavetobeprioritizedseparatelyinthe rapidlychangingworldoftoday.Thoseleaderswho actuallysucceedinthelongrun-andthereforeleadto lastingsuccess-recognizethatthetwocannotbeseparated. Theyunderstandthatthesourceofsustainedperformanceis puttingpeoplefirstandthatitisnotatallabarrierto successbutratherthemostdependableengineof achievement.
Theleadershipbalancedoesnotinvolveachoiceoftradeoffsbutratherrepresentsadisciplinedphilosophy Among thefeaturesofthisphilosophyareempathycombinedwith accountability,compassionwithclarity,humanbonding withmeasurableoutcomes.Asaresultofmasteringthis equilibrium,theleaders'teamswillnotonlyworkharder butalsosmarter,withasenseofpurpose,vigor,andshared commitment.
PuttingPeopleFirstisNotaSentimentButaStrategic Move
Firstofall,leadingwithapeople-firstapproachdoesnot signifyloweringstandardsorshyingawayfromtough decisions.Whatitmeansisthatperformanceistheoutcome ofworkplaceswhereeveryindividualfeelsvalued, supported,andmentallysafe.
Employeesthattrusttheirleadersaremoreinclinedtobring freshideaswithoutanyhesitation,takeownershipoftheir tasks,andbeemotionallycommittedtotheresults.These employeeswillbeengagednotbecauseitisdemandedfrom thembutbecausetheywillfeelthattheymatter When peoplegetrecognizedandlistenedto,productivityisno longerametrictochase-itbecomesanaturalresult.
Theleaderswhofocusonwell-beingandrespectfortheir staffaredoingthisbecauseitleadstopositiveoutcomes, notbecauseitsoundsgood.
AccountabilityThatMotivates,InsteadofScaring
Performanceisatitsbestwhenaccountabilityisjust, consistent,andopenlycommunicated.Leaderswhocarry balancedaccountabilityintheirperformancedo notmicromanageormanipulate-instead,they communicatethesetofexpectationsclearly,give enoughassistancetotheirteams,andarein controlofthesituationwhenitcomestotheir ownfollow-through.
Theyestablishtheenvironmentwhereprogress ismeasuredinanhonestwayandfeedbackis givenfordevelopmentpurposesratherthanfor punishment.Inthiscase,accountabilityturns intoatoolforgettingbetter,notforcreating anxiety.Itdoessobytransformingthelatent potentialintocapabilityandthecapabilityinto excellence.
Ifpeopleareawareofwhatisrequiredandare giventhemeanstofulfillthetask,performance willnotbeashowofforce,butratheritwillbea resultoftheirefforts.
CommunicationThatProvidesClarityand ConnectionBoth
Goodcommunicationisextremelyimportantfor balancedmanagers.Withoutit,theywouldn'tbe
abletoreachthisdelicatebalance.Besidesbeingdirectand clear,communicationstrategiesofleadersmustalsobe humanistic.Leadersaretoconveygoals,deadlines,and prioritiesofwork,butatthesametime,theyshouldalso acceptdoubts,listenattentively,andanswerwith understanding.
Clarityfunctionsasameansofcreatingapath.Connection servestogeneratethenecessarydrive.Neitherofthese elementsissufficientforconversionoftheplanintoa practicalaction.
Goodleaderscommunicatenottogainobedience,butto producecoordination.Theycommunicatenotonlywhatis tobedonebutalsowhy Theyletothersseethedecisions beingmade,ratherthankeepingtheminthedark. Transparencyfosterstrust,whileengagementfosterloyalty.
PeopleFirst,PerformanceAlways
Thegreatestleadersareawareofoneveryimportantfact: theactofputtingpeoplefirstistheonethatleadsto outstandingperformance.
Whenpeoplearegivenrespect,culturesbecomehealthy, communicationisclear,andaccountabilityiseffective,then theresultswillbethenaturalconsequence.Leadersarenot requiredtomakeachoicebetweencaringandachieving. Whattheyhavetodoiscombinethesetwodeliberately Peoplearenotdifferentfromperformance—theyarethe sourceofit.
Leadershipbalanceisallaboutrecognizingthisand, therefore,buildingsuccessontrust,clarity,empowerment, andintegrity.Itisthecreationofthosegroupswhoareable toperformnotbecausetheyareforcedupon,butbecause theyfeelpride.
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