In financial leadership, it is easy to think that a smooth day is a successful one. There are no surprises, no compliance flags, and no urgent emails. But over time, I have come to believe that a good day is not about avoiding disruption. It is about recognising movement. Even small shifts show that something is evolving.
If you ask me, “Mr. Anklesaria, what does change at an organisational level mean to you?”, I would say it means the organisation is learning. It means we are asking better questions and challenging what no longer serves us.
Why Discomfort Matters
It is natural to find comfort in predictability. But predictability is not always progress. Some of the most important breakthroughs I have seen in my career have started with discomfort. A performance dip. A process flaw. A number that did not quite make sense. These moments may feel inconvenient, but they create the pressure we need to pause, reflect, and improve.
In my own experience, the best decisions rarely happen in moments of ease. They emerge from honest conversations, from teams questioning the way things have always been done, and from leaders who are willing to listen to what the numbers are not saying.
Small shifts are creating big impact
Many of the best changes in finance are not dramatic. They come from small, intentional decisions. Rethinking how risk is modelled, automating a task that has been manual for years, or updating a long-standing credit policy may not make headlines, but they matter. These shifts, while seemingly minor, build resilience. They are how we stay ahead in a world that is always changing.
As I often say, finance today cannot afford to be passive. We are no longer just custodians of cost or compliance. We are expected to lead from the front. That means driving innovation, not simply approving the budget. It means spotting risks early, not reacting late. It means using data to shape decisions, not just report on outcomes.
Leading with curiosity and courage
The real value of finance now lies in helping the organisation become future-ready. That involves curiosity, courage, and a culture where learning is valued as much as efficiency. It also requires a different kind of leadership, one that does not rely solely on experience but remains open to new models, tools, and ways of thinking.
We must create environments where teams feel safe to experiment and challenge assumptions. In today’s financial world, agility and adaptability are just as important as precision and control.
A good day, in my experience
A good day in finance often begins with a question. It might feel small or even uncomfortable, but it prompts us to look closer. It might reveal something we need to change, or something we need to understand better. These are not disruptions. They are signs of growth. They tell us we are not just keeping pace with the business, we are helping it evolve.
When I look back at the most meaningful progress, I have been part of, it always began with movement. Something shifting. Someone asking a better question. That is what good leadership looks like. That is what a good day looks like.
And if you were to ask me now, “Eric, what does success look like to you in finance?”
I would say this, Success is not when nothing breaks. It is when something changes, because change is how we grow.