Value-Driven Finance Leader
Srinivasan Sarvabhouman
Group CFO
Sagility
The ‘Big Bull’ of the Bombay Stock Exchange, Harshad Mehta, ignited more than just a stock market frenzy in the early ’90s. He sparked curiosity and courage in a young student, Srinivasan Sarvabhouman. With no knowledge or formal training, armed only with a daily newspaper and instinct, Srinivasan plunged into stock trading during the market boom. What started as a gamble turned into a life-changing decision, funding his college and higher education and, more importantly, igniting his passion for finance and value creation—long before formal studies. Born in Chennai, Srinivasan came from a modest, middle-class background. His father, despite financial challenges, prioritised education, empowering Srinivasan to take charge of his academic journey. He eventually earned his Chartered Accountancy and ICWA certifications. As Group CFO of Sagility, Srinivasan channels the same determination into his work. He played a pivotal role in listing the company on the NSE and BSE while also overseeing critical functions such as administration, procurement, internal audit, sustainability, corporate real estate, and employee mobility. At his core, Srinivasan is a values-driven leader, believing in treating people as individuals, not just economic assets. In this exclusive with TradeFlock, he shares insights into his journey and leadership philosophy.
What was the biggest mindset shift in moving from controller to strategic CFO?
I have had the privilege of working with CFOs for over 20 years, during which I have grown by closely observing their actions, approaches, and thoughts. It is essential to focus from a stakeholder perspective (an outside-in view), work on strategy by building strong business partnerships, and extend beyond financial metrics. The most important mindset shift is to trust and value individuals, accept perceptions, strive for continuous learning, and collaborate as a partner to the CEO and board.
What’s one unconventional financial strategy you used that made a real business impact?
Financial strategy alone doesn’t drive business outcomes—superior results stem from focusing on the right inputs. These inputs, which are within our control, revolve around values, culture, and diversity. When these elements are prioritised, they spark curiosity and encourage purposeful action, laying the groundwork for stronger, more sustainable outcomes. This philosophy is deeply embedded in Sagility’s culture and aligns seamlessly with our core values, captured in the acronym SOAR.
Ultimately, it’s about embracing the process, learning from experiences, and enjoying the present moment rather than solely focusing on success
One powerful example of this values-driven approach was our decision to implement Gen AI technology in operations. Though this move had the potential to cannibalise revenue in the short term, we chose to prioritise efficiency and productivity gains. This decision reflects our commitment to future-ready innovation and long-term value creation—proof that in finance, how we get there matters just as much as where we’re going.
Can you share some of your experiences with risks and decision-making? Have your instincts ever failed you?
My instincts have been a guiding force in many decisions, though there have been times I made wrong calls, such as in job transitions. Mistakes are part of the journey and offer valuable lessons. In decision-making, especially when data is unavailable, I trust my instincts, as long as the choice doesn’t harm others or break laws. Ultimately, it’s about embracing the process, learning from experiences, and enjoying the present moment rather than solely focusing on success.
How do you balance risk and growth to secure Sagility’s financial health in a volatile world? Is tech helping?
Predicting business outcomes with absolute certainty isn’t possible, but we can strengthen our position through robust defence mechanisms. At Sagility, we’ve implemented a clear OGSM strategy —Objectives, Goals, Strategy, and Measures—that factors in risks and global volatility. My experience across multiple roles and economic cycles has helped me create an agile, future-ready environment. Strong risk governance is key to this agility.For instance, we follow a well-defined hedging policy to manage forex volatility in the short and medium term. Additionally, our deep domain knowledge in US healthcare enables us to proactively identify areas where Gen AI solutions can drive impactful efficiencies
How would you define the role of a CFO in the future?
The role of the CFO is rapidly evolving. The CFO is no longer just the accountant but more of a strategic business partner. Today’s CFOs are expected to connect business actions to the financial outcomes— understanding not just the numbers but the broader business landscape. We need to manage risks, be aware of technological disruptions, and ensure our organisations are protected against potential threats like cybersecurity risks. In the future, CFOs will be expected to lead digital transformations, manage data privacy, and play a more integral role in the strategic direction of the business. The role will be more entrepreneurial, requiring us to adapt quickly to market changes and technological advancements. CFOs will also need to maintain the right balance of business acumen and financial expertise, always ensuring that strong systems, processes, and controls are in place to safeguard the organisation’s financial health.
What personal life lesson has most influenced your professional decision-making?
Every day brings an opportunity to contribute meaningfully, and I find greater fulfilment in the journey than the outcome. I believe in valuing individuals and utilising resources— not the other way around. My focus has always been on positively impacting people’s lives and careers, serving as a catalyst for their growth. Today, my guiding principle is to “be resourceful” to others. This mindset has helped me remain calm and composed, especially when making critical decisions in uncertain times.
How has your cross-functional expertise shaped your leadership at Sagility?
Having worked across diverse functions and businesses, I’ve gained a 360-degree perspective that fosters empathy and trust. It’s vital to view situations from multiple angles—what seems risky may be an opportunity in disguise. This shift in mindset encourages open listening and judgement-free idea sharing. It’s this perspective that enables me to proactively collaborate with stakeholders, turning insights into holistic solutions. By thinking across levels and lenses, I strive to drive outcomes that are both meaningful and sustainably impactful.
What’s one financial challenge you faced where numbers weren’t enough, and how did you overcome it?
I have developed a robust risk management governance framework that has significantly improved transparency and stakeholder awareness. This framework fosters cohesive teamwork by helping individuals understand the broader impact of their decisions in a structured, mindful way. It also encourages empathy by offering visibility into others’ perspectives and responsibilities. Every decision’s potential impact on various stakeholders is made transparent, which promotes accountability. By mapping risks, their likelihood, organisational impact, and corresponding mitigation plans, we are better equipped to manage outcomes and prevent failures. This approach also strengthens our “People Connect”—for instance, strong collaboration with sales and CRM has notably improved our liquidity.
How do you promote financial discipline and strategic risk-taking in your teams?
I lead by example, always striving to remain honest and fair. When in a position of responsibility, it’s essential to stay conscious of your actions— people are always observing, seeking guidance and solutions. Leadership, to me, is about consistency in values and clarity in direction. For example, a budget document isn’t just numbers—it’s a guide, a best estimate of what we can earn and spend. Financial discipline means understanding business imperatives and allocating resources wisely amidst changing environments. Adhering to policies and procedures ensures this discipline is sustained. I believe in coaching my team to assess risks, understand their organisational impact, and evaluate the likelihood of occurrence. Encouraging calculated risktaking sparks innovation—echoing one of our core values, “spark curiosity”. Regular governance and mentorship help strike the right balance between costs and benefits. Ultimately, there’s deep satisfaction in enabling others to succeed and making a lasting, positive impact in their lives.
How can finance leaders in India drive sustainability beyond compliance and reporting?
Leaders must champion awareness, consult sustainability experts, and stay accountable to both society and the environment. At Sagility, sustainability is more than a checkbox—it’s a deep-rooted responsibility. Our sustainability framework goes beyond compliance, tackling climate change and resource conservation through a culture of reduce, reuse, and recycle. Guided by our core value, “Right by Right Purpose”, and reinforced with strong governance, we ensure consistent, meaningful action. Our CSR efforts extend far beyond statutory requirements, emphasising hands-on involvement over financial donations. Across all levels, we actively contribute time and effort, aiming to leave a lasting legacy and a better world for future generations.
What’s a common misconception about CFOs that you actively work to break?
CFOs are often misunderstood as mere costcutters, but their true role lies in optimising resources and ensuring smart investments that create value for all stakeholders. Business is about deploying resources to generate greater returns, and a holistic CFO prioritizes long-term wealth over short-term profits. A great CFO is entrepreneurial—one who understands operations, identifies root causes, and collaborates to deliver sustainable, impactful solutions beyond the balance sheet.
How would you define your leadership style as a CFO, and what legacy do you hope to leave?
As a CFO, I aim to be remembered for leading with integrity, ethics, and a focus on making a positive impact on others. I prioritise values, honesty, and the human aspect of business in all decisions. My legacy will be one of clarity, unwavering integrity, and inclusiveness, with a commitment to uplifting others and shaping an ethical business culture.
Finally, what is your perspective on success?
Success, in my view, isn’t about wealth but about creating meaningful experiences, building relationships, and making a positive impact. True success lies in staying grounded, being grateful, and enjoying the journey. It’s about having a clear conscience, being honest with yourself and others, and cherishing the moments that bring joy and fulfilment in life.
