INTHEBLACK December 2025 / January 2026 - Magazine - Page 14
“We need to foster curiosity and show a willingness
to almost think like a toddler by exploring the ‘why’
of technology. Ethics also needs to be front and centre
of any new technology discussion. Just because
we can, doesn’t mean we should.”
F E AT U R E
TRACY SHEEN, TECHNOLOGY CONSULTANT
opportunity and risk. Data from Mordor Intelligence
shows that while the market size of AI in accounting
reached US$7.52 billion (A$11.28 billion) in 2025,
it is expected to hit US$50.29 billion (A$75.43 billion)
by 2030.
Tracy Sheen, technology consultant and author
of AI & U, says leaders must invest in their own digital
literacy and accept a degree of uncertainty in a rapidly
evolving environment.
“We need to foster curiosity and show a willingness
to almost think like a toddler by exploring the ‘why’
of technology,” she says. “Ethics also needs to be
front and centre of any new technology discussion.
Just because we can, doesn’t mean we should.”
Sheen adds that leaders who succeed in digital
transformation are those who ground investment
in long-term strategy rather than current trends.
“We need to test AI adoption like a fire drill,
so we know what to do before it happens,” she says.
“For example, if OpenAI releases artificial general
intelligence next week, what would that mean for us?”
Hafizuddin Sulaiman FCPA, officer in charge and
CFO of Malaysian property development company
UEM Sunrise, says tech investment requires a
measured approach.
“We have developed internal AI leads in our
teams,” he explains. “For example, in some teams,
we rely on systems that we already have in terms
of licensing. One of them is Microsoft Copilot,
and we typically give additional licences to select
members of our teams who take a sandbox approach
to increasing user knowledge and seeing how it
impacts our business, rather than going with a full
system procurement.”
Hafizuddin believes that this is the best way
to implement new tech into an organisation.
“If you have a new limousine, but you are not
equipped to drive it, you may not get the best value
and experience out of it.”
14 INTHEBLACK Dec 2025/Jan 2026 SPECIAL EDITION
THE ESG EFFECT
Technological advancements and a changing
regulatory landscape have transformed financial
reporting, and leaders must now navigate
real-time reporting, ESG metrics and predictive
modelling to remain competitive and compliant.
Sustainability and governance are also sources
of competitive advantage. Analysis by
McKinsey & Company shows companies that achieve
better growth and profitability than their peers while
improving sustainability and ESG, not only outgrow
their peers, but exceed them in shareholder returns.
Stakeholders increasingly expect leaders to act
on ESG issues, while concerns around greenwashing
are also attracting regulatory scrutiny.
“There’s a big push for the ESG agenda and,
unfortunately, greenwashing exists,” says Hafizuddin.
“As a property developer, how do we make a real
business case for ESG as part of our strategic pillars?
To me, you have to believe it to operationalise it.
It can’t be a branding exercise.”
UEM Sunrise currently maintains 343 acres of regional
open space just north of Singapore, known as SIREH
Park, as part of its ESG commitment.
“It was recently recognised by the Malaysian Book
of Records as the largest urban green recreational
park in Malaysia,” says Hafizuddin. “You can imagine
the challenge of maintaining that, but we feel that
it is important.
“Being a property developer, it is easy for me
to just be the capitalist, but leaders cannot be solely
motivated by returns.”
PEOPLE FIRST
As leaders continue to juggle competing demands,
McCormack says that they “can’t stick to their
old formula”.
“As you come up the ranks, it is all about managing
a task successfully,” she says. “But, when you’re asked
