Editor's note: In today’s A Day in the Life, Amirreza Sawal (pictured), General Manager and Regional Head of APAC at PayMate shares with FutureCFO audiences why interactions that don't result in transactions are still important and the mindset that allows him to stage a comeback after failure.
FutureCFO: What does a typical day look like for you?
Amirreza Sawal (AS): As the GM and Head of Asia Pacific for B2B payment provider PayMate, one of my key responsibilities is overseeing operations in this diverse and dynamic region.
My role involves a multifaceted daily agenda that includes strategic decision-making, client engagements, team management, and operational oversight, as PayMate aims to empower businesses of all sizes to optimise working capital, streamline supplier payments, and enhance financial efficiency.
I structure my day to include early morning exercise and a nutritious breakfast, setting the stage for a productive day in which I engage with CFOs from large corporates and mid-market businesses across Australia, Singapore, and Malaysia, while exploring opportunities in emerging markets such as the Philippines, Hong Kong, Indonesia, and New Zealand, remains a priority.
In addition, close collaboration with the business and sales teams ensures targeted client engagement and business growth, with a focus on enhancing propositions and products through internal teamwork with global counterparts.
Based in Singapore, I need to begin my day early to align with PayMate's operations across various time zones, including Australia, where the company operates under the name DuNoMo.
While strategic decisions and key deliverables are prioritised in the morning with the aim to address critical issues before noon, I dedicate the first half of the day to high-level discussions with CFOs, prospects, and clients, as well as meetings with the APAC team to understand regional needs and support market growth.
I transition to a focus on Singapore and Malaysia later in the day, engaging with local teams and CFOs to drive initiatives forward.
Collaboration extends into the afternoon—coordination with teams in India and Dubai occurs between 5 and 8 PM and we share best practices and refine organisational strategies.
Achieving growth and success is intrinsically linked to the ability to fail swiftly and learn from those failures.
FutureCFO: What excites you the most when you work with CFOs and finance functions?
AS: The exciting part of working at PayMate is that my colleagues and I engage with CFOs from a wide range of industries—from construction and airlines to telecommunications.
Each industry has its own set of challenges and payment requirements. As industries continuously evolve, the shifting challenges provide valuable insights that push me to explore how PayMate can help CFOs achieve optimal financial efficiency.
I am grateful for the opportunities to learn about the diversity of issues facing CFOs in an ever-changing business environment which we aim to solve.
In industries like construction, businesses must maintain strong relationships with subcontractors and contractors, while timely payments are essential to the supply chain.
Similarly, pharmaceutical and healthcare companies face challenges with collections—they need to accelerate payments from hospitals and clinics to ensure smooth and efficient operations.
These examples highlight the diverse payment challenges CFOs encounter, illustrating how crucial efficient payment management is in maintaining working capital and operational efficiency.
We enjoy addressing these challenges by discussing details with CFOs and their teams and focusing on financial metrics, payment and credit terms, banking relationships, as well as broader business goals.
Especially for public companies, we consider their stock price aspirations and strategies to achieve them. This comprehensive and strategic problem-solving process is what makes our work both compelling and rewarding.
After all, working with CFOs from large corporates and mid-market firms in these regions isn’t just about getting things done—it’s about building relationships, solving problems, and driving real growth.
The best part is that these relationships go beyond transactions—they’re genuine partnerships.
FutureCFO: Can you share an experience or an event which was key to your professional growth?
AS: For me, achieving growth and success is intrinsically linked to the ability to fail swiftly and learn from those failures.
Early in my career, I was fortunate to work under a manager who emphasised the importance of rapid changes and learning from setbacks.
This approach was particularly evident in sales, where not every call results in a transaction.
Each interaction, whether successful or not, provides invaluable insights. For example, out of ten calls, only one might yield a positive outcome, while the remaining nine offer critical lessons.
Over time, I honed my strategies to better engage and connect with my audiences based on these experiences.
The capacity to fail, adapt, and refine one's approach has been instrumental in my career.
In every conversation—be it with a CFO, a team member, or anyone else—I maintain a posture of humility and curiosity.
It is essential not to make assumptions about someone’s business or perspectives. Instead, I prioritise asking insightful questions to fully comprehend their needs, challenges, and objectives. This methodical approach ensures that each interaction is both meaningful and strategically informed.
Each interaction, whether successful or not, provides invaluable insights. For example, out of ten calls, only one might yield a positive outcome, while the remaining nine offer critical lessons.
FutureCFO: Is there anything outside work—such as a travel experience, a book, participation in a sports event or any volunteering experience—that serves as an important inspiration to your work or life? Can you tell us more about it?
AS: Outside of work, my interests span investments, the stock market, and real estate markets, with a particular focus on emerging economies such as India. I am deeply engaged in analysing their growth trajectories and identifying new market participants.
This passion drives my commitment to expanding my investments and enhancing my understanding of intricate business dynamics.
In addition, I’m an avid chess player and a sports enthusiast who enjoys attending live events. Boxing, basketball and football hold a special place in my heart.
I draw inspiration from Muhammad Ali’s powerful words: “Don’t count the days. Make the days count,” and “Impossible is just a word thrown around by small men who find it easier to live in the world they’ve been given than to explore the power they have to change it. Impossible is not a fact. It’s an opinion. Impossible is potential. Impossible is temporary. Impossible is nothing.”
These principles reflect my approach to both business and sports, embodying resilience, innovation, and an unwavering commitment to transforming challenges into opportunities.
This competitive spirit motivates me to excel and continually push boundaries in all endeavours.
