Can you share your personal journey and how it influenced your career in finance?
Jishore Abic: You know, my story starts in a small village in Kerala—no fancy schools, no big-city advantages. But what I did have was a natural love for numbers. As a boy, I’d watch my father manage our family’s small farm, calculating crop yields and expenses. To me, those numbers weren’t just figures—they told a story. They showed how hard work translated into results.
When I failed my medical and engineering entrance exams, it felt like the end of the world. But looking back, that “failure” was actually a redirection. I discovered my true strength in mathematics—scoring 100% in my BSc and even winning a gold medal. That’s when I realized: life doesn’t always go as planned, but it often leads you where you’re meant to be.
Becoming a Chartered Accountant wasn’t easy. I started with zero knowledge of debits and credits, learning the hard way—manually balancing ledgers in a firm with just four computers for 48 trainees! But those struggles taught me patience and precision. Today, as a CFO and advisor, I still approach finance with that same village-boy curiosity: How do these numbers help real people? How can we turn data into decisions that matter?
My journey taught me that finance isn’t about complex jargon or fancy degrees—it’s about solving problems, just like my father did on our farm. Whether I’m scaling a healthcare company or advising boards, I’m still that boy from Kerala at heart: looking for the story behind the numbers, and using them to make a difference.
What inspired you to write “BORED of DIRECTORS,” and what key messages do you hope readers will take away?
Jishore Abic: Writing “BORED of DIRECTORS” was driven by the need to demystify boardrooms and corporate governance. I wanted to share real-life stories and actionable strategies to help leaders reignite their passion and navigate complex governance challenges. The key message is that success in leadership is about breaking free from monotony, rediscovering purpose, and leading with courage and integrity.
This book is the first in a trilogy. The second part, which will be released at the end of this year, is something special for finance professionals. It will delve into the intricacies of financial leadership, offering insights and strategies to drive sustainable growth and innovation. The third part, focusing on work culture and office-related matters, will be released at the end of next year. It will provide practical guidance on creating a positive work environment and fostering collaboration within organizations.
What were the key challenges and achievements during your tenure at a prominent family-owned healthcare organization in the UAE, especially regarding strategic expansion and the landmark M&A deal?
Jishore Abic: At a leading family-owned healthcare organization in the UAE, the pivotal challenge was transforming a single-unit operation into a multi-million-dollar enterprise. We achieved a remarkable 6x growth, expanding from one to seven centres across multiple countries. The acquisition by a major healthcare conglomerate was a landmark deal, underscoring our strategic acumen and precise execution. This success was a validation of our relentless pursuit of excellence, driven by visionary leadership. I often tell my finance team that our mission stands for “Innovative Vision,” encapsulating how we redefined the very essence of our mission.
By 2015, we had expanded to seven units, and we sold 51% of the business to a publicly traded company on a major stock exchange. I led the financial and legal due diligence, sitting across the table from elite advisory firms, defending every number, every clause. In 2018, we further solidified our strategic position by selling an additional 49% stake, bringing the total to 100% ownership by the conglomerate. Most CFOs get phased out during such deals, but I was retained—not for what I knew then, but for how I thought. This wasn’t just a transaction; it was a transformation—for the company, and for me.
In 2020, the parent company fell into administration—governance issues and the pandemic dealt a double blow. But instead of walking away, we fought. With strategic guidance and fierce determination, we regained 35% ownership in 2022 and the remaining 65% in 2025. Today, that business is back in the family’s hands, stronger and more unified than ever. This journey exemplifies my 360-degree overview of business operations, from strategic expansion and M&A deals to navigating complex governance challenges and leading through adversity.
How did you co-found ABIC & MANI Chartered Accountants, and what role did innovation play in its growth?
Jishore Abic: ABIC & MANI was founded on a vision to redefine trust in finance, blending expertise with genuine human connection. My co-founder, Manosh Mani, who is also a close friend and someone I studied with, has been a constant partner in this journey. Our friendship, spanning over 25 years, has been the bedrock of our partnership. Together, we’ve scaled the firm from three branches into hubs of innovation, nurturing our accounts, audit, and management team as a family within a family. We believe that when people feel valued, they don’t just work—they build legacies together. Innovation has been central to our growth, driving us to implement cutting-edge technologies and foster a culture of continuous improvement.
How do you view the role of innovation in finance, and can you share examples of innovative solutions you’ve implemented?
Jishore Abic: Innovation in finance is essential for staying ahead. We implemented a Strategic Operational Finance framework that aligns financial strategies with operational goals—driving both efficiency and sustainable growth. This evolved into what I coined as S(X)FPA—Strategic (X) Financial Planning & Analysis—a model that integrates finance with any functional or strategic area, ensuring every decision is both data-backed and impact-oriented.
To support this transformation, we adopted advanced systems like Oracle Fusion, equipping our teams with real-time visibility and automated intelligence. But tools alone aren’t enough. We built the Data Catalyst Lab (DCL)—an in-house initiative that transformed finance professionals into data storytellers, generating insights that moved the business forward.
We also introduced the VACCC framework: Value-Added Corporate Finance, Consolidation, and Controllership. This model redefined finance as a strategic business partner by focusing on enterprise value creation, group consolidation, and disciplined financial governance.
These frameworks—S(X)FPA, DCL, and VACCC—were developed based on practical leadership challenges and introduced for the first time in the region. They reflect a core belief I hold: that finance must move from reporting the past to shaping the future.
How have you approached teaching and mentoring finance professionals, and what lessons have you imparted?
Jishore Abic: My approach to teaching and mentoring is rooted in continuous learning and challenging the status quo. I encourage my team to think beyond their immediate responsibilities and embrace ethical leadership. By fostering a culture of continuous improvement, we ensure that our team is always growing and contributing to the organization’s success.
How do you create a positive work culture and foster collaboration within your organizations?
Jishore Abic: A positive work culture is built on trust, transparency, and mutual respect. I foster collaboration by creating an environment where every team member feels valued and empowered. Regular team-building activities, open communication, and recognition programs are key to maintaining a motivated and engaged workforce. Culture isn’t posters on walls—it’s the oxygen of every decision. We lead with empathy but reward accountability, so excellence becomes a collective habit. Like a symphony: each voice matters, but the harmony lifts everyone higher.
How do you balance the serious aspects of finance with fun and enjoyment in your work?
Jishore Abic: Balancing the serious aspects of finance with fun is essential for a healthy work environment. I believe in creating opportunities for team bonding and celebrating achievements. This not only boosts morale but also enhances productivity and creativity.
What challenges have you faced in your career, and how have you built resilience in yourself and your teams?
Jishore Abic: Resilience is built through perseverance and a growth mindset. I faced numerous challenges, from managing a large labor force in Stallion Group, UAE to navigating complex business environments in my later career. By staying focused on goals, learning from failures, and maintaining a positive outlook, I’ve built resilience. I encourage my teams to do the same, fostering a culture of continuous improvement and adaptability.
What CSR initiatives are you involved in, and why do you think CSR is important for businesses?
Jishore Abic: I’m deeply involved in CSR initiatives, focusing on education, healthcare, and community development. CSR is not just about corporate philanthropy; it’s about creating long-term value for society. Businesses that embrace CSR build stronger relationships with stakeholders and contribute to a sustainable future.
Beyond your professional achievements, what personal values define you, and how do you maintain a work-life balance?
Jishore Abic: My core values are integrity, resilience, and a commitment to continuous learning. To maintain work-life balance, I prioritize family time, pursue hobbies like writing, and make sure to take time for self-care. This balance keeps me focused and energized, enabling me to excel in both my professional and personal life.
What are your thoughts on mental health in the workplace, and what steps can organizations take to support their employees?
Jishore Abic: Mental health is a critical aspect of workplace well-being. Organizations must create a supportive environment by promoting open conversations, providing mental health resources, and fostering a culture of empathy. Encouraging work-life balance and recognizing the signs of stress are essential steps in supporting employees.
Can you share some of your awards and recognitions?
Jishore Abic: I’ve been honored with several recognitions, including being named one of the Global Power Leaders in Finance in 2024. These accolades are a testament to the hard work and dedication of my teams and the support of my mentors and family.
How do you see the role of CFOs evolving in the next decade, especially with AI and ESG trends gaining momentum?
Jishore Abic: The role of the CFO is undergoing a significant transformation, particularly with the rise of AI and the increasing importance of ESG. In the AI era, CFOs must become strategic enablers, leveraging data analytics to drive decision-making and enhance financial forecasting. ESG reporting presents both challenges and opportunities, requiring CFOs to integrate sustainability metrics into financial reporting. This shift demands a deep understanding of both financial and non-financial data, and the ability to communicate these insights effectively to stakeholders. The CFO of the future will be a strategic partner, guiding organizations through complex regulatory landscapes while driving sustainable growth.
What legacy do you hope to leave behind—both in the organizations you’ve served and in the broader finance community?
Jishore Abic: My hope is to leave a legacy of innovation, integrity, and impact. In the organizations I’ve served, I aim to be remembered for driving sustainable growth and fostering a culture of continuous improvement. In the broader finance community, I strive to be a thought leader, sharing insights and strategies that empower others to excel. Ultimately, I want to inspire the next generation of financial leaders to embrace change, lead with courage, and make a meaningful difference.
What advice would you give to young professionals entering the finance industry, and what skills are most important for success?
Jishore Abic: To young professionals entering finance, my advice is to embrace continuous learning, build a strong ethical foundation, and develop a growth mindset. Key skills include data analytics, strategic thinking, and effective communication. Stay curious, be adaptable, and never stop seeking opportunities for growth.
Finally, what are your future plans?
Jishore Abic: Looking ahead, I plan to continue driving innovation in finance, contributing to thought leadership, and mentoring the next generation of financial leaders. I’m excited about the opportunities ahead and committed to making a positive impact in the business world.
Thank you, Jishore, for sharing your insights and experiences.
Jishore Abic: Thank you. It’s been a great conversation. Leadership is really about inspiring others. If this chat helps even one person feel more confident or think bigger, then it’s been worth it. Keep pushing forward and believing in yourself. The world needs your ideas and passion.
Stay connected with Jishore Abic through his various social media platforms and contact channels:
- LinkedIn: Jishtalks
- Instagram: @Jishtalks
- Threads: @Jishabic
- TikTok: @jishoreabic
- YouTube: @Jishoreabic
- Facebook: JishoreAbic
