Cross-Industry CFO with Compass for Value
Niraj Mehra
CFO
Agristo Masa
Call it instinct, call it insight—but Niraj Mehra has always known where value lives in a business. Over a 23-year career spanning FMCG, financial derivatives, and now the global frozen foods industry, he has brought both financial fluency and strategic foresight to every role he’s taken on. As the CFO of a leading European frozen potato food company, Agristo Masa Pvt Ltd., Niraj plays far more than a traditional finance role. He operates as a strategic partner to the business, driving profitability, navigating complexity, and shaping longterm growth. What sets him apart is his ability to translate business dynamics into actionable financial strategy. Before stepping into any industry, Niraj applies frameworks like Porter’s Five Forces to deeply understand its core levers. This intellectual rigour, combined with his operational experience across promoterled firms and MNCs, has shaped a unique leadership style that is rooted in adaptability, collaboration, and results. He is a Chartered Accountant, with further credentials in Quantitative Finance & Risk Management from IIT Kanpur and an Executive Programme from IIM Bangalore. His proficiency spans fund raising, advanced financial modelling, alternative derivatives, blockchain, and machine learning, making him as futureready as he is financially sound. Niraj believes the CFO’s job is not just to protect value but to create it across by focusing on cash, cost, ROI, and strategic investments. He is also a vocal advocate of strength-based leadership and finance partnering, having led multiple organisational transformations by aligning people, performance, and purpose. Today, Niraj brings clarity to chaos, focus to strategy, and direction to decision-making, earning his place as one of the rare CFOs who can see both the numbers and the bigger picture. Speaking with TradeFlock, Niraj discusses his strategy and work.
I’ve seen high attrition quietly erode productivity and profitability far more than direct costs suggest
What’s the toughest financial decision you’ve made, and what did it teach you about leadership?
One of the toughest financial decisions involved a necessary but painful restructuring of a captive shared service, requiring us to part ways with talented individuals due to strategic imperatives. It wasn’t about performance; it was purely structural, and that made it harder. What this taught me about leadership is that the real test comes not just in making the hard decisions but in how you handle them. I focused on being completely transparent, explaining the why behind the change through honest conversations and one-on-one discussions. We also supported their transition through outplacement help and our networks. It reinforced for me that trust, empathy, and clear communication are non-negotiable when leading through difficult times.
What’s one financial insight you’ve learnt that textbooks often overlook?
One unconventional financial insight I’ve learnt is that “soft” factors like culture, morale, and relationships can have hard financial consequences. Textbooks focus on numbers, but in reality, I’ve seen high attrition quietly erode productivity and profitability far more than direct costs suggest. In one case, the loss of institutional knowledge and team cohesion had a significant hidden impact on margins. That taught me the value of investing in employee engagement not just as an HR priority but as a financial strategy. Real financial leadership means looking beyond spreadsheets to recognise how people and culture drive sustainable performance and long-term value creation.
What’s one underrated strength of yours in strength-based leadership?
One strength that often surprises people is my ability to connect and engage with large audiences. Given my role, most interactions are confined to office or boardroom settings. However, when I speak at sales conferences or town halls, people are often surprised by my comfort and effectiveness on stage. This ability helps me communicate financial strategies clearly, align teams, and foster a shared purpose across the organisation, driving leadership effectiveness.
How do you future-proof financial strategy in a VUCA world?
Future-proofing in a VUCA world means shifting from rigid planning to building financial resilience. I see it as Byzantine fault tolerance—systems built to function even when parts fail. In finance, that means designing flexible models, stresstesting for extreme scenarios, and preparing for surprises. Think of Michael Phelps winning with broken goggles; it’s all about preparation. We apply that mindset by embedding agility into our budgeting and resource allocation. It’s not about predicting every twist but about being ready for them. By fostering adaptability and proactive risk management, we create a financial strategy that’s strong enough to absorb shocks and nimble enough to seize opportunities when they arise.
How will emerging tech like blockchain and machine learning redefine financial leadership?
The next big tech shift redefining financial leadership will be the convergence of blockchain, machine learning, and realtime analytics into intelligent, self-evolving financial ecosystems. Blockchain ensures trusted, tamper-proof data; machine learning reveals predictive insights; and real-time dashboards translate these into immediate, actionable intelligence. Picture this: intercompany settlements happening seamlessly on blockchain, while AI dynamically adjusts cash flow forecasts and working capital models based on live data patterns—all visible to the CFO on a single screen. This shift moves finance from reactive reporting to predictive, automated decision-making. To stay ahead, CFOs must go beyond traditional skills and become fluent in tech strategy—leading transformation through data, speed, and precision in an increasingly digital, connected world.
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