By Godfrey Byekwaso
When I received my first Chief Financial Officer Award in 2018, I saw it simply as recognition of good work. What I did not fully grasp then was how such recognition could accelerate both personal and professional growth. In the years that followed, I earned the Strategy Execution Award (2019) and the CFO of the Year Award (2020). Looking back, these milestones were not just accolades, they were steppingstones that prepared me for my current role as Managing Director.
The journey from CFO to MD is not just a change in title; it is a profound broadening of scope. A CFO must master financial stewardship, governance, and strategy execution. But an MD must integrate all these while also navigating culture, sustainability, talent development, and external pressures. For me, the CFO Awards were a catalyst, reminding me that leadership could not remain confined to balance sheets but had to extend to the full enterprise.
One of the greatest lessons I drew from those awards was the discipline of continuous learning. Each recognition prompted reflection: What more can I contribute? What skills must I sharpen? This mindset pushed me beyond functional expertise into wider, human-centered leadership. Technical excellence is essential, but it must be matched with versatility, resilience, and the ability to inspire others.
Companies Rise or Fall on How Well They Renew Their LeadersEqually important was the visibility that recognition created. The awards amplified not just my personal profile, but also the standing of the institution I represented. They opened doors to conversations, networks, and opportunities that might otherwise have remained closed. For finance leaders, visibility is more than recognition, it is a signal of credibility that builds trust with stakeholders and paves the way to greater responsibility.
Now, as I lead from the Managing Director’s chair, I see the CFO Awards not as ceremonial occasions, but as platforms for transformation. They encourage finance professionals to reimagine themselves as leaders of enterprise impact, not just guardians of numbers. For organizations, they spotlight talent that is ready to shoulder bigger mandates.
To today’s aspiring CFOs, my advice is simple: treat recognition not as the end, but as a call to stretch further. Use it to fuel growth, sharpen strategy, and prepare for enterprise-wide leadership. Awards do not make leaders, but they can awaken leaders to the greater impact they are ready to deliver.
