Precision Perspectives - Zhanna Tazhibayeva, CMA
- Michael Bentil
- 6 hours ago
- 8 min read
In this Precision Perspectives interview, we speak
with Zhanna Tazhibayeva, CMA, a global finance leader whose journey spans three continents and both entrepreneurial and corporate worlds. From solving childhood puzzles to steering listed companies, Zhanna shares how curiosity, resilience, and a global mindset have shaped her leadership. This conversation explores the lessons learned, values that drive her, and her vision for the future of finance as a force for growth and transformation.
What first inspired you to pursue a career in finance, and how has that motivation evolved overtime?
"For me, finance began as a puzzle.
My favourite childhood book was “Mathematical Ingenuity” by Kordemsky - a collection of mathematical puzzles that taught me to see problems from different angles. I could spend hours with it, fascinated by numbers and patterns.
At the same time, I attended a German school. The language itself, structured and precise, trained me to build mental models and connect ideas clearly.
Those influences came together: a love of problem-solving and a mindset of structure and innovation. When it came time to choose a path, I was torn between Japanese studies and International Finance. Finance won - it felt like the real “language of business,” a way to connect ideas, people, and value.
Over time, that motivation has evolved. Finance is no longer just numbers on a page, it is a lever for transformation. Today, finance leaders are not just analysts, they are partners to CEOs, enablers of growth, and drivers of reinvention.
What began as puzzles in a book has become the bigger puzzle of my career: how to unlock value, guide transformation, and help businesses thrive."
You’ve worked and lived across three continents, how has that shaped your perspective as both a professional and a leader?
"Every language I learned reshaped how I think and who I became.
My global journey started early - a German school, then studying English and Japanese at university, later picking up Italian at work, and Dutch after moving to the Netherlands. Each language opened a door to a culture, and every move taught me to see the world through a different lens.
Living and working in such varied contexts taught me to adapt quickly and to respect differences in how people think, decide, and collaborate. I have learned that communication and motivation need to be tailored to the culture. And when you bring diverse people together, those differences become strengths: teams are more creative, more thoughtful, and they make better decisions.
That is why I love leading multicultural teams - they stretch, challenge, and complement each other in ways that make everyone better. And it is also why design thinking resonates with me: creating with the global user in mind always leads to stronger outcomes.
This global lens has helped me not just connect people but also deliver results - whether accelerating growth in new markets, building alignment across regions, or driving enterprise-wide initiatives that work across cultures."
Looking back, what’s been the single most defining moment of your career so far?
"Stepping into the CFO role of a listed company in Australia was the boldest leap of my career.
Everything was new - the country, the industry, the role, and the level of responsibility. I will always be grateful to the people who believed in me and gave me that chance.
What made it defining was the partnership. I still remember mornings when the CEO would call me at 6 AM and say, “Let’s have breakfast - I want to bounce some ideas off you.” Those breakfasts became moments I looked forward to, because it meant we were strategising together and shaping the direction of the company.
That experience taught me a lesson I carry to this day: in leadership roles, you are the anchor for your team and a true partner to your CEO. People don’t expect perfection - they look to you for steadiness and insight. And when you show calm and consistency, it gives them the confidence to keep moving forward.
It also showed me how finance can drive outcomes at the enterprise level - not only by reporting results, but by shaping strategy, reinforcing investor confidence, and enabling sustainable growth."
What’s a challenge you faced that truly tested you, and how did it shape the way you lead today?
"My toughest test came during six years of entrepreneurship, where every day felt like make-or-break.
It tested my judgment, adaptability, and persistence - knowing when to hold firm, when to adjust, and when to accept a loss in order to move forward. In that environment, there was no safety net, no headquarters to call for backup. You had to survive, build, and lead in real time, solving problems with whatever resources you had.
One moment I will never forget is when a Big 4 firm gave kudos for what we had built. That acknowledgment, from an institution that had seen countless businesses, felt like a true achievement. It validated the progress we had made and gave credibility to our business.
When I later moved into the corporate world at MSD, I realised just how different the two mindsets are. Entrepreneurship is practical, flexible, and action-oriented - and it gave me the stamina that people still notice in me today.
That experience shaped my leadership philosophy: align on purpose, plan for uncertainty, and empower people - because enterprise resilience is built not by individuals, but by organizations that learn to adapt and endure together."
When you think about your leadership style, what values or principles guide the way you build and support teams?
"My leadership style rests on three principles: clarity, trust, and growth.
Clarity means people understand the “why” behind decisions - and ideally, help shape them. Trust means hiring smart people and giving them space. Growth means creating opportunities where they can stretch, learn, and thrive.
During a recent 360 feedback exercise, I asked a former colleague for input. Their response was, “Of course, you are my favorite manager.” That moment meant a lot, because at the end of the day, people remember how you made them feel.
Clarity builds alignment, trust builds confidence, and growth builds the future. Get those right, and you build leaders who carry the enterprise forward."
You’ve helped many people progress in their careers. What’s your approach to spotting and nurturing future leaders?
"I don’t look for the perfect CV - I look for the spark.
Future leaders stand out more for their attitude than their skills. I look for curiosity, ownership, and honesty. Technical skills can always be taught, but curiosity, the drive to ask “why” and “what if”, is what turns a good professional into a potential leader.
Once I see that spark, my role is to create the right environment: giving them challenges that push them beyond their comfort zone, while also offering the safety to make mistakes and learn from them. That balance is what builds confidence and resilience.
In other words: I hire for potential, not pedigree, and then I create the conditions for that potential to thrive."
Has there been a time where you experienced a setback that later became a turning point for you?
"When I moved from entrepreneurship back into corporate life, I feared I was taking a step backward.
Entrepreneurship had given me agility, persistence, and stamina - and I worried I might lose that edge in a large organization. In the beginning, it was frustrating to adjust to the pace and structure of corporate processes after years of moving fast and improvising.
But over time, I realized it was actually the opposite: the discipline and scale of a multinational like MSD perfectly complemented the entrepreneurial mindset I had built.
Later, while reflecting on my career for a study exercise, I noticed something interesting: I marked almost every moment as positive. The person working with me was surprised, but I was not. For me, it comes down to mindset - even the toughest challenges are also opportunities to grow, to learn, and to reframe what success looks like."
That shift became a turning point: it taught me how to combine entrepreneurial drive with corporate discipline - an essential balance for leading global enterprises.
How do you personally stay curious, innovative, and continue learning in a demanding leadership role?
"Learning is my edge.
That is why I have always made it a priority, even when life was busy. Preparing for my CMA meant weekends of study and sacrifice, but it was worth it. I discovered design thinking at MSD, joined their internal squad, and was trained by them. That opened a new lens for innovation and showed me how testing new approaches can unlock efficiency and value.
Most recently, I took on the Global Executive MBA at IESE - the best gift I could give myself, stretching me beyond finance into leadership, entrepreneurship, and digital transformation.
The world is changing fast. Complacency is the risk, but building a daily habit of learning keeps leaders and their organizations ahead of the curve."
What excites you most about the future of finance and the role leaders can play in shaping it?
"Finance used to report the past - today it shapes the future.
The role of finance has expanded dramatically. We are no longer just number-crunchers, we are strategic partners, sparring partners, and enablers of growth and transformation. I enjoy the generalist mindset this requires - connecting the dots across the business and guiding big decisions.
With automation and AI taking over routine tasks, finance leaders will have more time to focus on what truly matters: value creation, innovation, and human judgment. And as sustainability becomes central to strategy, finance is playing a critical role - not just measuring impact, but helping to drive it."
Finance is becoming a value co-creator. Leaders in this space will shape not only balance sheets, but also business models and ecosystems. That is what excites me."
If you could give one piece of advice to the next generation of aspiring global finance leaders, what would it be?
"Believe in yourself, especially when you don’t have all the answers.
The moments of greatest growth in my career came when I stepped out of my comfort zone - moving across countries, entering new industries, or stepping into leadership roles that felt bigger than me at first. What made the difference was having people who believed in me, and matching that with my own commitment to keep learning.
Surround yourself with believers, embrace discomfort, and keep stretching. That is how you grow - and how you expand your impact not only as a leader, but as a global citizen who connects across cultures and industries."
If you could share one “precision perspective” a lesson, insight, or guiding belief that others could carry into their own careers, what would it be?
"Challenges shape leaders, and people make the difference.
Edmund Hillary’s words capture it well: “It is not the mountain [Everest] we conquer, but ourselves.” And I would add my own belief: “Reaching the summit is not about strength, it is about endurance.”
Throughout my career, I have seen that value does not come from avoiding problems, but from how you face them. Challenges push us to adapt, reinvent, and grow. And none of that happens without people. It is the people you trust, support, and empower who turn obstacles into progress.
When you invest in people and treat challenges as chances, setbacks turn into momentum. And momentum, multiplied by people, is what transforms organizations from surviving to thriving."
Zhanna Tazhibayeva’s story shows that finance is far more than numbers. It is a language of transformation, connection, and growth. Her journey across continents and industries highlights the power of curiosity, resilience, and a global mindset in shaping modern leadership.
As finance continues to evolve, leaders like Zhanna remind us that challenges are opportunities, people make the difference, and the future belongs to those who keep learning and stretching beyond their comfort zones.