Ethics and Financial Discipline Must go Hand in Hand to Foster Trust: Vinay Dhawan, CFO, SNHC

In this interview Vinay Dhawan, CFO, Sant Nirankari Health City (SNHC) deep dives on the role of the finance chief today. He believes that CFOs are CEOs-in-waiting/making, he argues that finance leaders today must be more than number crunchers, they must be strategists, storytellers, and stewards of ethics. 

In this candid conversation with FECFO, Dhawan shares why ethics is not negotiable and why he choose a mission-driven role in healthcare. Dhawan has worked with multinational companies like The Coca-Cola company, Tata Teleservices, NIIT Group, EXL and Nokia Venture. He has recently moved from the position of Director & Global Group CFO, Innovis Telecom Services to SNHC. Edited excerpts.

You’ve spoken about the importance of ethics, integrity, and value creation. In today’s hyper-regulated, performance-driven environment, how do you balance financial discipline with ethical leadership, especially under pressure of short-term targets?

Ethical leadership and financial discipline are the backbone of sustainable growth. It’s about striking the right balance between maximising profits and honoring moral obligations to stakeholders. That means transparent communication about decisions and their impact, taking a long-term view rather than chasing short-term wins.

When you integrate ethics with financial rigor, you don’t just achieve profits—you build trust, credibility, and resilience. Organisations with such leadership tend to have more engaged employees, loyal customers, and stronger reputations. They’re also better prepared for crises, because values guide every decision. For me, it’s non-negotiable: ethics and financial discipline must go hand in hand to foster trust, responsible practices, and long-term success.

You’ve consistently emphasised the CFO’s role as a strategic business partner. What does that look like in practice—how do you move from reporting numbers to shaping business outcomes, especially in sectors facing disruption?

I often say CFOs are actually Chief Future Officers. I’ve served as both CFO and CEO, and I believe finance leaders are among the best CEO prospects, because we not only understand the business dynamics but also the numbers that drive them. That combination enables us to convert data into strategies for scalability and growth.

Today’s CFO is not just a custodian of financials but a strategic thinker, a challenger of assumptions, and a co-architect of company strategy. We must question existing plans, identify growth opportunities, and ensure the organisation’s long-term success.

For finance leaders stepping into CXO conversations and boardrooms, what mindset shift is most critical? What leadership trait has served you best in building credibility?

The biggest shift is moving from financial data mindset to business and strategy mindset.

That means not just cutting costs but thinking about how to grow revenue. Finance leaders must understand the entire business—not just the numbers—so they can connect financial insights to strategic opportunities.

Compliance and risk management remain important, but the role now demands proactivity: driving efficiency, improving profitability, and enhancing shareholder value. Credibility comes from being a trusted advisor backed by expertise, clear communication, and strong relationships with stakeholders. This is how finance leaders transform from functional experts into true strategic partners.

You’ve moved from the telecom sector after 12 years to healthcare, joining Sant Nirankari Health City. Why the change, and what priorities have you set for yourself here?

My decision was deeply personal, joining SNHC was driven by spiritual commitment as much as professional opportunity.

Over my career, I’ve worked with leading multinational companies in India and overseas, holding leadership roles as Group CFO, CEO, and Board Member. I’ve driven revenue growth, implemented cost control programs, and built high-performing teams. My goal now is to leverage that experience to shape SNHC into a best-in-class healthcare institution, bringing in operational excellence, financial discipline, and strategic foresight from my previous experiences and corporate background.