Anil Ailani, Global FP&A Head at Indorama Ventures PCL, talks to The Ortus Club’s Cameron Locke about the evolution of financial planning and why, in an era defined by “black swan” disruptions, finance leaders must continuously sharpen their judgment through exposure to diverse perspectives and peer dialogue.
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Executive Summary: Key Takeaways
- The Capital Allocation Trap: Growth for the sake of numbers is a common pitfall. True financial leadership focuses on value-accretive quality growth to prevent excessive debt.
- AI as a Productivity Catalyst: While AI streamlines data processing and forecasting, the human element, such as gut feeling and market intuition, remains the final arbiter in decision-making.
- Risk Mitigation vs. Speculation: Effective hedging strategies should focus on margin protection and risk mitigation rather than trying to gamble on market volatility.
- The Power of Presence: Maximum value in professional growth is extracted when leaders are “100% present” in knowledge-sharing environments, where open peer discussion allows leaders to challenge assumptions and explore new strategic perspectives.
In the complex world of Global FP&A, the ability to pivot between micro-level data and macro-level strategy is what separates a bookkeeper from a business architect. Anil Ailani, a seasoned Chartered Accountant with a career spanning from the rigorous financial landscape of India to a global leadership role at Indorama Ventures PCL, understands that modern finance is no longer just about the “how” of accounting, but the “what next” of business evolution. For Ailani, the rapid shift in geopolitical stability and technological disruption means that a leader’s most valuable asset is business acumen. The ability to interpret data, understand markets, and test strategic thinking against the perspectives of other experienced leaders.
How did a transition from science to commerce shape your financial perspective?
Ailani reflects on his early career pivot in India, emphasising the discipline required to earn a Chartered Accountant (CA) certification.
“I realized my interest wasn’t in science but more in commercial aspects and finance. I decided to become a Chartered Accountant (CA); it’s a highly respected certification because the passing rate in India is very low, so achieving it means you’ve accomplished something significant. During my articleship, I really began to love the finance field, seeing it as my area where I could excel, moving from external audit into due diligence for large corporate clients.”
Why is capital allocation the most common make-or-break decision for growing companies?
Anil warns against the allure of growth-at-all-costs, pointing out that improper allocation often leads to long-term sustainability issues.
“The biggest financial mistake is improper capital allocation. When companies are growing, they might invest in businesses solely for growth, without considering whether that growth will be value-accretive. Growth isn’t just a number; it needs to be quality growth that adds value. Correct capital allocation is critical, and this is where many fast-growing companies encounter trouble, often ending up with higher debt. This is extremely important.”
How should finance leaders balance AI adoption with human judgment?
While AI provides the speed and data necessary for modern forecasting, Ailani believes it cannot account for the unpredictable “black swan” events of the real world.
“The sooner you adopt AI, the more beneficial it will be. It will greatly improve productivity for finance leaders by providing quick answers to queries. However, AI can give you historical information and process it well, but it might not always be accurate due to unforeseen ‘black swan’ events. Human intelligence, gut feeling, and understanding of the future market will always be crucial. AI provides the direction, but ultimately, the decision is yours.”
What role does agility play in managing global forex and geopolitical risk?
In an era of rising volatility, Ailani emphasises the need for active monitoring and speculative-free hedging strategies to protect margins.
“Forex risk is increasingly important due to rising volatility from geopolitical situations. You must be agile, constantly aware of your exposure in various countries, and track their economic and political activities closely. Don’t view hedging from a speculative standpoint, but rather from a mitigation perspective. In manufacturing, you want to protect your margins, not try to gamble with the market.”
Why is business acumen the most critical skill for the future of finance?
Beyond technical proficiency, the ability to understand the commercial “why” behind every transaction is what allows a CFO to drive real value.
“I would say the most critical skill is having a very strong business acumen. Finance leaders need to thoroughly understand all transactions from a commercial perspective. At the same time, they must continuously use their common sense to manage situations effectively. Using the right tools, such as AI and forecasting tools (SAP Cloud, Anaplan, etc.), and combining them with your business acumen is essential.”
Join the Conversation: The Ortus Club’s Executive Network
Anil Ailani’s philosophy on leadership is rooted in a single, powerful question: “What next?” He believes that to answer this, a leader must remain curious and, more importantly, present. As he notes, the real value of any executive discussion comes from being 100% there, setting aside the noise of daily operations to focus on the intelligent questions that spark breakthroughs.
At The Ortus Club, we create the space for this level of focus. Our executive roundtables are designed to move past surface-level commentary and into the practical strategic discussions that finance leaders need. By bringing together Global FP&A heads and finance directors in a pitch-free environment, we facilitate the high-level dialogue necessary to manage controllable risks and strategise for the uncontrollable. When leaders like Anil emphasise the need for continuous learning and sharper business judgement, it highlights the value of structured peer dialogue. By exchanging perspectives with fellow finance leaders facing similar geopolitical, regulatory, and market pressures, executives gain insights that rarely surface within their own organisations.
FAQs
Q: How do executive roundtables improve forecasting?
A: By discussing “black swan” events and scenario planning with peers, leaders gain diverse perspectives on uncontrollable market factors that standard tools might miss.
Q: What is the “What Next” mindset in finance?
A: It is a commitment to continuous introspection and learning, moving beyond standard processes to find more robust, innovative ways to manage company value.
Q: How does The Ortus Club help with risk management?
A: Our discussions allow leaders to share localised regulatory and geopolitical insights, helping peers refine their hedging and capital allocation strategies.
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