Reimagining Growth in the Age of Disruption
Ashish Jain
CFO
Lumina Datamatics
Modern CFOs are not just number crunchers—they are visionaries, innovators, and key drivers of business evolution. Today, it’s about shaping the future through strategy, planning, and thoughtful decision-making. Some even say CFOs are becoming “Chief Future Officers.” Ashish Jain, CFO at Lumina Datamatics, approaches his work with this mindset–leading from the front, balancing financial discipline with digital foresight and strategic agility. With over 24 years of experience across top-tier organisations like Grasim Industries, Tata Internet, Hapag Lloyd, and Datamatics, he has helped lead complex business transitions—whether it’s navigating M&A deals, building joint ventures, or forming strategic partnerships. At Lumina, he has been closely involved in turning around operations, improving margins, and introducing smarter working methods through automation and process improvements. What stands out in his approach is the balance between financial discipline and long-term thinking. He focuses not only on performance but also on building systems that support sustainable growth. His work has also supported Lumina’s expansion across Europe and the UK, helping strengthen customer relationships. In this exclusive feature with TradeFlock, Ashish Jain opens up about his journey, his approach to leadership, and how he’s helping shape the future of finance in a fast-changing world.
What mindset shift helped you move from finance to leading sales in Europe?
I’ve always believed growth isn’t a department—it’s a mindset. When our CEO set sights on Europe, I saw more than numbers; I saw potential. Stepping beyond my CFO role, I dove into sales to understand how numbers are created, not just reported. That meant diving deep into sales, understanding customers, their challenges, and how our solutions fit their goals. I developed curiosity about the ‘why’ behind buying decisions. Along the way, I leaned into storytelling, empathy, and clear communication skills, which finance doesn’t always prioritise. However, my finance background became a strategic advantage, connecting every deal to long-term business outcomes.
“My major mindset shift was moving away from calculating numbers to generating numbers. ”
What was more challenging —winning a customer organically or closing an M&A deal?
Honestly, both have their challenges, but organic growth pushed me more. M&A deals follow a process—they’re intense but structured. Organic growth is complicated. It’s about earning trust, figuring things out as you go, and staying patient. One standout example is our European expansion. While chasing a highly strategic client, we also acquired a company that could strengthen our proposition for them. Post-acquisition, we returned with a more compelling offer—broader capabilities, faster execution, and room for innovation. After nine months of steady engagement, we secured a deal far bigger than anticipated. That experience reaffirmed my belief: it’s not about choosing between building or buying. The real impact comes from knowing how to integrate both, thoughtfully and at the right moment.
What milestone are you most excited to pursue beyond the traditional CFO path?
I’ve reached a point where it’s not just about financial leadership—it’s about transformation. I’m energised by the idea of stepping into roles that influence the full spectrum of business: strategy, culture, operations, and growth. For me, the next milestone isn’t defined by a title—it’s defined by impact. I’m most drawn to the intersection of finance, sales, innovation, and execution—that’s where real, sustainable value is created. On a more personal level, I feel a growing desire to align my professional journey with my inner beliefs. With a spiritual mindset, I hope to channel my leadership experiences into something more meaningful, bringing purpose and balance to business and life.
How have you applied Six Sigma or ISO principles to financial strategy?
People usually don’t expect a CFO to discuss value streams or root cause analysis, but that’s exactly where my journey got interesting. With a Six Sigma Black Belt and ISO Lead Auditor background, I started seeing finance not just as numbers but as processes that could be optimised like any assembly line. I brought Lean and Six Sigma into our financial operations, challenging every activity with the VA vs. NVA lens. That shift helped us proactively control costs and sustainably increase our margins from around 9% to over 25%. At the same time, aligning internal controls with ISO standards gave us consistency and risk control, especially during integrations across geographies. It’s not just about cleaner processes but about designing a finance function that fuels strategic growth.
What’s misunderstood about being truly strategic in finance?
Strategic finance isn’t about attending more meetings or planning long-term—it’s about enabling better, faster decisions that move the business forward.
“Organic growth doesn’t follow a playbook—it demands trust, patience, and persistence. ”
The most strategic financial moments happen not in the boardroom, but in the trenches— translating numbers into action with sales, operations, and product teams. It’s about asking the right questions, challenging assumptions, and helping leaders navigate trade-offs. To me, being strategic means explaining the past and helping shape the future. That’s why I lead as a business partner first, and a finance professional second.
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