INTHEBLACK December 2025 / January 2026 - Magazine - Page 21
How do you perform your role effectively
while coping with highly stressful corporate
environments?
What I call “good stress” means I genuinely care
about what I’m doing and am motivated to level
up and become a better version of myself. My key
to managing this is finding fulfillment in the impact
I create. By thinking beyond myself and focusing
on our mission to serve the underbanked, I find
a sense of purpose that recharges my energy
and perspective. This external focus helps me
stay grounded.
MELISA HENDRAWATI CPA
CFO, Superbank
Former head of credit risk and COO,
DBS Bank Indonesia
Can you tell us about a formative leadership
experience?
My first leadership role shaped my approach
and taught me that genuine leadership isn’t about
control but empowerment. I learned to step back
and trust my team’s capabilities, recognising that
a leader’s true strength lies in unlocking the collective
power of people. It is about understanding each
team member’s unique strengths and fostering
an environment where they feel confident to take
initiative and own their work.
This approach transformed me into a coach who
is dedicated to nurturing future leaders and building
a resilient “super team” instead of a “super individual”.
A strong team can achieve more together than any
one individual can alone.
What core philosophies have influenced your
leadership approach?
My personal philosophy is anchored in a growth
mindset — the conviction that intelligence and
ability are not fixed but can be developed through
dedication and hard work. This mindset has been
crucial throughout my career, especially when faced
with daunting challenges like entering the fast-paced
fintech world.
I believe that challenges are not punishments but
staircases to the next level.
Can you describe a pivotal decision that
significantly shaped your organisation’s
culture or success?
A key decision at Superbank was to make our mission
the core of our business strategy: accelerating
financial inclusion and providing access to financing
for Indonesia’s underserved population. This led
us to develop customer-centric products that integrate
with our shareholders’ ecosystems to solve customer
pain points. This mission-driven approach has been
a powerful motivator, unifying our team and guiding
every decision.
How do you identify the best talent when recruiting?
My focus is on what I call the “founder’s mentality”.
This means seeking individuals with an innate drive,
passion and a sense of ownership over their work.
I look for people with a high adversity quotient,
the resilience to bounce back from setbacks and
the ability to find opportunity in challenges.
What advice would you give aspiring executives?
Cultivate a growth mindset and embrace a spirit of
continuous learning. Your most valuable asset is not
what you already know, but your ability to unlearn
and relearn. See every challenge as an opportunity
to level up and every failure as a valuable lesson.
Focus on building a strong network of mentors
and peers who will challenge you and celebrate
your successes. Find your “why” and have a
purpose that is bigger than yourself, because that
is what will fuel your passion and drive sustained
high performance.
THE ART OF MODERN LEADERSHIP intheblack.cpaaustralia.com.au 21
