As companies around the world face increasing financial complexities, from navigating global economic uncertainty to complying with tighter regulations, the role of financial leaders has expanded. Research from McKinsey shows that companies with robust financial governance and strategic leadership are 30% more likely to succeed in turbulent economic conditions. Case studies from companies like Unilever and General Electric highlight how strong financial management has helped them maintain stability and profitability even during challenging times.
Given these dynamics, we sat down with Magda Metreveli, a financial expert with more than a decade of experience leading financial teams in global corporations such as Ernst & Young, Kura Basin Operating Company, and Multivac LLC. With a dual Master’s degree from Caucasus University and Grenoble Ecole de Management, and an ACCA Fellowship, Magda has driven financial success by optimizing processes, improving compliance, and leading through crisis. Today, she shares her insights on the key challenges in financial management and the strategies that have made her an industry leader.
With your extensive experience across various industries, what do you believe is the most important role financial leadership plays in a company’s overall success today?
"Financial leadership is no longer just about managing budgets and ensuring compliance — it's about driving the overall strategic direction of the company. A strong financial leader ensures that every decision, from investments to operations, aligns with the company’s long-term goals. At the core of this is the ability to provide clarity and guidance in uncertain times, making sure that financial health translates into broader business resilience. Whether in industries like oil and gas, where I optimized financial processes at Kura Basin Operating Company, or during the restructuring at Multivac LLC, I’ve seen firsthand how effective financial governance can significantly influence a company’s growth and stability."
In your role at Kura Basin Operating Company, you successfully increased return on investment while optimizing financial processes. How did you approach this, and what lessons can other companies learn from that experience?
“The most significant challenge today is dealing with uncertainty — whether it’s economic volatility, regulatory changes, or the global push towards sustainability. For example, in industries like oil and gas, where I worked at Kura Basin Operating Company, companies need to be agile in managing compliance while also optimizing their financial processes to remain profitable. My role there was to streamline financial reporting, align local operations with global regulations, and increase return on investment. It’s about finding that balance between compliance and efficiency, which is critical in today’s market.”
At Ernst & Young, you led complex audit projects while mentoring junior staff, which improved team efficiency and client satisfaction. How did that experience shape your leadership style?
“Ernst & Young was a formative experience for me, especially in learning how to lead large audit projects while fostering a collaborative environment. Precision is essential in financial audits, but equally important is mentoring and building up the people around you. At EY, I led numerous audit teams, and it was through this work that I developed my approach to leadership — focused on empowering team members to excel in their roles. I saw firsthand that when junior staff are given the opportunity to grow, the entire organization benefits. This collaborative atmosphere not only improved team morale but also allowed us to complete projects more efficiently, which translated into improved client satisfaction.”
You have been actively involved in academia and have published research on internal controls and fraud prevention. How do your academic contributions, including lecturing at BDO Academy, influence your approach to financial leadership?
“My academic work and teaching experience have played a big role in shaping how I approach financial leadership. I wrote my thesis on ‘The Role and Importance of the Internal Control System in an Organization’s Overall Effectiveness and Efficiency,’ which laid the foundation for much of the work I do today. That research allowed me to develop a structured methodology for fraud prevention, and it’s something I continue to explore through my articles published in scientific journals. Additionally, my role as an invited lecturer at BDO Academy, where I taught financial accounting, gave me the opportunity to share my practical experience with future financial leaders. This experience has shown me that teaching not only helps others but also reinforces my own understanding and encourages me to stay at the forefront of the industry.”
Being a Fellow of the ACCA membership is recognized as a mark of excellence in the fields of finance, accounting, and auditing. How has this achievement impacted your career?
Becoming a member of the ACCA (Association of Chartered Certified Accountants) is indeed a significant milestone in my career. This membership is highly regarded among peers and experts in the field of finance and accounting because it reflects outstanding performance and commitment to professional excellence. The process to obtain ACCA membership and getting fellow status is rigorous and involves meeting several criteria that are evaluated by a panel of recognized international experts. This ensures that only those who demonstrate excellence and exceptional dedication are selected.
This membership has greatly advanced my career by connecting me to a global network of ongoing professional development opportunities. It has opened doors to collaborations and allowed me to stay at the forefront of industry trends and best practices. Being part of the ACCA also means continuous learning and professional growth, which has helped me maintain a high standard of work throughout my roles in both corporate and academic settings.
You successfully led Multivac LLC through a major restructuring during the pandemic. Can you share more about how you navigated that period and the key strategies you employed?
“One of the most challenging but rewarding experiences was during my time at Multivac LLC, a multinational manufacturing company. The company was undergoing a major restructuring during the COVID-19 pandemic, and I was tasked with developing a new accounting and reporting system that met both local regulatory requirements and the global standards of our headquarters in Germany. It wasn’t just about compliance—it was also about reducing operational costs and improving reporting efficiency. Despite the challenges, we succeeded in maintaining high service standards and even managed to reduce operational costs, which helped the company navigate through the crisis. Leadership in such times requires not only strategic decision-making but also the ability to adapt quickly to rapidly changing circumstances.”
In your opinion, how is the role of financial leaders evolving, and what skills do you think will be most crucial for the future of financial management?
“The role of financial leaders is evolving beyond just managing the numbers. Today, financial leaders are expected to play a strategic role in shaping the company’s overall direction. In the future, I believe adaptability will be the most critical skill — being able to navigate regulatory changes, economic uncertainty, and the increasing digitization of financial processes. Leaders will need to have a strong grasp of data analytics and technology while maintaining a people-centric approach to leadership. Financial management will become more integrated with other business functions, and the ability to communicate across departments will be crucial.”
You’ve successfully implemented new systems and processes across multiple organizations. How do you see technology transforming financial management in the next few years, and what should companies be doing now to prepare?
“Technology is already transforming financial management, and this trend will only accelerate. Automation and AI are playing a significant role in streamlining processes like reporting and compliance, allowing financial teams to focus on more strategic tasks. But with this comes the need for robust cybersecurity measures and governance structures to ensure that technology is used responsibly. Companies that want to stay ahead should be investing in data analytics and digital tools that not only improve efficiency but also provide deeper insights into financial performance. However, technology should complement, not replace, the human element—financial leaders still need to guide strategy, communicate effectively, and make informed decisions.”
Metreveli’s approach to financial leadership is rooted in a blend of strategic governance, operational efficiency, and people-focused mentorship. As companies face an increasingly complex financial environment, leaders like Magda are setting the standard for how to successfully navigate these challenges. Her career trajectory—shaped by her roles at Ernst & Young, Kura Basin Operating Company, and Multivac LLC—demonstrates the impact that strong, adaptable leadership can have on financial success.
“The future of financial management lies in the intersection of data-driven decision-making and strong governance. Leaders who can navigate both will be the ones to drive long-term success in an increasingly volatile world,” Magda concludes.
