Why did you decide to become a mentor?

I decided to become a mentor because throughout my career I’ve been fortunate to have had exceptional guidance from leaders who generously shared their knowledge, experience, and networks. Those interactions not only shaped my professional path but also instilled in me a deep sense of responsibility to help others. After working across multiple continents, leading complex organisations, and navigating everything from start-up growth to large-scale corporate restructures, I realised I had accumulated experience that could help others seize opportunities faster, and approach challenges with confidence. Mentoring allows me to give back in a meaningful way while staying connected to emerging talent and innovations. I value the two-way nature of mentoring, while I offer strategic insights, practical experience, and real-world examples, I also learn from my mentees’ own experiences, creativity, and different ways of thinking.

How did you get your career start?

My career started working my way up from entry-level finance roles while studying for my professional qualifications. My early years were shaped by a strong work ethic and a willingness to take on challenging projects that others might have avoided, whether that meant stepping into struggling teams, solving complex problems under pressure, or volunteering for international assignments. Along the way, I was fortunate to have a few exceptional mentors who saw potential in me, challenged me to think bigger, and encouraged me to take calculated risks. One pivotal moment came when I was given the opportunity to work overseas in a high-profile treasury role, despite being relatively early in my career. That experience exposed me to the pace and complexity of global finance and gave me the confidence to pursue increasingly senior and strategic positions. From there, I built a career across several continents, industries, and business life cycles, applying those early lessons in adaptability, resilience, and relationship-building.

What do mentees usually come to you for?

Mentees usually come to me for guidance on navigating complex career decisions, building leadership capability, funding, business structures, and understanding the realities of working in high-pressure, high-stakes environments. Many are seeking clarity on how to progress into senior roles, make strategic career moves, or transition into new industries such as fintech, capital markets, or corporate advisory. I also work with founders and aspiring executives who want to strengthen their business models, attract investment, or improve governance and operational efficiency. My mentorship style is structured but flexible. I tailor each engagement to the mentee’s goals, combining strategic discussion with practical tools, industry insights, and real-world examples from my own career. I encourage mentees to define clear objectives early, and we revisit these regularly to measure progress and adjust focus where needed. Beyond formal sessions, I often provide introductions to relevant networks, share resources, and act as a sounding board when they’re facing critical decisions.

What's been your favourite mentorship success story so far?

One of my favourite mentorship success stories involved working with the founder of an early-stage fintech that had a promising product but lacked a clear strategy to secure funding and scale. When we first connected, the business had a strong proof of concept but was struggling to attract serious investor interest due to gaps in its pitch, financial modelling, and go-to-market plan. I worked closely with the founder to refine the investment narrative, strengthen the financials, and build a compelling pitch deck. We also identified the most relevant investors, structured the Series A round and rehearsed investor Q&As. The company secured an oversubscribed Series A round, raising significantly more than its initial target. I continued to mentor the founder post-raise, helping to shape a positive growth trajectory, from hiring key leadership talent and building scalable systems to entering new markets and forming strategic partnerships. Within 18 months, revenue had grown more than fivefold and the founder evolved into a confident, high-impact CEO.

What are you getting out of being a mentor?

Being a mentor has been incredibly rewarding on both a personal and professional level. It has given me the opportunity to reflect on my own career journey, distil the lessons I’ve learned, and articulate them in ways that are practical and impactful for others. This process has sharpened my leadership skills, particularly in active listening, asking the right questions, and tailoring advice to different personalities and circumstances. It has also kept me closely connected to emerging trends, fresh ideas, and the next generation of leaders, which in turn strengthens my own strategic thinking and adaptability. Seeing a mentee gain clarity, build confidence, and achieve success is deeply satisfying. It’s also expanded my network in meaningful ways, often leading to collaborations and opportunities I hadn’t anticipated. Most importantly, it’s a reminder that leadership is not just about what you achieve yourself, but about the lasting impact you have in enabling others to succeed.