Editor’s note: In today’s A Day in the Life, Goh Zhi Wei (pictured), managing director at delaware Singapore, shares with FutureCFO audiences why he enjoys collaborating with like-minded finance leaders, how he turns to the Eisenhower Matrix when navigating what tasks or decisions to prioritise, and how softball has been a meaningful part of his life since his secondary school days.
FutureCFO: What does a typical day look like for you?
Goh Zhi Wei (GZW): Honestly, no two days are ever the same — and that’s part of what keeps things exciting.
As both a project director and company leader, I’ve learnt to embrace the unpredictability while keeping a steady rhythm.
I usually plan my schedule with about 60% pre-planned meetings, leaving 40% open for ad hoc discussions, urgent matters, or simply space to manoeuvre things around. That flexibility is key.
My mornings start quietly — I go through emails that came in late the night before, especially from clients or colleagues working across time zones. It’s also when I reflect on challenges raised the previous day.
I often wake up with fresh ideas or alternative solutions, and I use that time to send instructions or suggestions to my team. It’s a bit of a habit — letting problems simmer overnight and waking up with clarity.
Some mornings are also spent reviewing our monthly financial performance, both at the project and company level. It gives me a good overview of the current state of affairs. But I don’t just look at where we are — I also spend time thinking about future pipelines and opportunities, identifying where we can grow and how we can better position ourselves.
From there, the day picks up pace. I spend a good portion of my time — around 40% — on project delivery. That means aligning on milestones, resolving blockers, and making sure our teams are set up for success. I stay close to execution, not to micromanage, but to ensure we’re delivering with quality and purpose.
About 30% of my time goes into business development and strategic planning. I might be reviewing a proposal, brainstorming with a client, or refining our go-to-market approach. I enjoy these sessions — they’re where ideas take shape and partnerships deepen.
The remaining 30% is dedicated to people. I make it a point to create opportunities and space for my team members to maximise their potential — sometimes even stretching them beyond their comfort zones.
But I’m always ready to jump in and lend a hand when needed, at just the right moment. It’s important to me that they learn from the experience and come out stronger — a better version of themselves today than they were yesterday.
So while the structure is there, I keep things fluid. I work towards leading with clarity, empowering with trust, and staying deeply connected to both our clients and our people.
We’re not just delivering systems — we’re shaping how companies evolve, including ourselves. That’s a responsibility and a privilege.
FutureCFO: What excites you the most when you work with the Finance Function?
GZW: Finance is often seen as the custodian of compliance and reporting — but when you look closer, it’s really the engine room of insight and strategy.
That’s what excites me most when working with CFOs and the office of the CFO: the chance to unlock value that goes far beyond just the numbers. It’s where strategy meets accountability.
Goh Zhi Wei, managing director, delaware Singapore
I really enjoy collaborating with like-minded finance leaders — those who are curious, forward-thinking, and open to co-creation.
Together, we explore how technology, data, and automation can be infused to generate meaningful, actionable insights. It’s not just about making things more efficient — it’s about enabling finance to become a true strategic partner to the business.
And with the current wave of AI adoption, the possibilities are even more exciting. We’re no longer talking about small improvements — we’re looking at how to exponentially accelerate decision-making, forecasting, and scenario planning. That shift from transactional finance to transformational finance is energising.
Ultimately, it’s the impact that drives me. When finance functions transform, they don’t just improve processes — they elevate the entire organisation. And being part of that transformation is exciting.
FutureCFO: Can you share an experience which was key to your professional growth?
GZW: One of the most defining experiences in my professional journey wasn’t a single moment — it was a realisation that came from managing multiple folds of responsibilities across projects, business strategy, and people leadership, all while trying to be present for my family.
Like everyone else, I only have 24 hours in a day. And when the demands start stacking up — urgent client matters, internal escalations, mentoring sessions, financial reviews — it’s easy to feel overwhelmed.
That’s when I turned to the Eisenhower Matrix. It became a simple yet powerful tool to help me prioritise not just tasks, but decisions. It helped me distinguish between what’s urgent and what’s truly important — both at work and at home.
I started each day reviewing overnight updates and reflecting on challenges from the day before. Often, I’d wake up with fresh ideas and send instructions to my team early in the morning.
But I also carved out time to look at our financial performance and future pipeline — not just to stay informed, but to make sure my decisions were grounded in data and aligned with our long-term goals.
What really accelerated my growth was learning to trust and stretch my team. I began creating space for others to step up — sometimes beyond their comfort zones — while staying close enough to offer support when needed. It taught me that leadership isn’t about doing everything; it’s about enabling others to grow through experience.
And just as I prioritise work, I also prioritise family. I’ve learnt that both are equally important, and the key is balance.
Sometimes that means saying no to a meeting so I can be present at home. Other times, it means stepping in at work when the impact of non-action could ripple across the team. It’s a constant calibration — but one that keeps me grounded.
Ultimately, this experience shaped how I lead today: with clarity, empathy, and a deep sense of responsibility.
FutureCFO: Is there anything outside work—such as a travel experience, a book, participation in a sport event or any volunteering experience—that serves as an important inspiration to your work or life?
GZW: Softball has been a meaningful part of my life since my secondary school days.
It was the first team sport I picked up, and it taught me a lot about teamwork, commitment, passion, and the importance of fighting for what you truly desire.
Through the game, I built deep, trusted friendships — many of which have lasted till today. It wasn’t just about winning matches; it was about showing up for each other, learning to lead and follow, and growing together.
That foundation has stayed with me, and it’s something I now share with my daughter, Gwen.
When she was first introduced to softball, she wasn’t seen as someone who could play the pitcher position. But she had this relentless drive — a quiet but powerful passion to do well. She kept showing up, kept practising, and kept believing. Over time, she became a recognised pitcher in her age group and earned opportunities to apply for top school teams in Singapore.
Watching her journey has been incredibly inspiring. It reminded me that growth doesn’t always come from being the best — it comes from being committed, consistent, and courageous, and being at your best when the situation calls for it.
Whether on the field or in the workplace, that philosophy holds true. It’s about creating space for others to grow, supporting them when needed, and celebrating the journey — not just the outcome. And in this, it also echoes my own leadership philosophy:
“己立立人，己达达人 - To establish oneself and help others, to achieve one's goal and help others achieve theirs.”
