In the Philippines’ finance sector, women are making significant strides amid persistent gaps. According to the Grant Thornton Women in Business 2026 report, women hold approximately 44.5 per cent of senior management roles in Philippine companies, placing the country among the global leaders.
Bangko Sentral ng Pilipinas (BSP) data confirms that women have outnumbered men in many banking managerial and executive positions since 2021, with strong representation sustained into 2025. Yet industry-wide, females occupy 40–44% of senior management positions while representation drops sharply at the very top executive and board levels, as highlighted in the Census on Women in Executive Leadership Teams in Philippine Publicly Listed Companies.
Financial controllers—the key guardians of financial integrity—are evolving rapidly from traditional back-office functions to strategic business partners. In the digital-heavy landscape of 2026 Asia, controllers leverage AI-driven automation, real-time analytics, and advanced forecasting to drive decisions amid economic volatility and technological disruption.
As group corporate controller at D.W. Morgan Company – a global logistics and supply chain management firm – Joy Olivo embodies this profound shift.
In an exclusive interview with FutureCFO for International Women’s Day 2026, she shares her journey as she navigates challenges and opportunities in the Philippine corporate setting and beyond.
Based in the Philippines, Olivo’s leadership in implementing robust financial models for these complex multinational operations across Asia resonates deeply with Southeast Asia’s corporate culture: resilient, collaborative, tech-forward, and rooted in bayanihan, the Filipino spirit of communal unity and mutual support.
Inflexion points to senior leadership
Olivo’s ascent to senior finance leadership pivoted on bold early opportunities. Seven years after Lazada Philippines commenced operations, she stepped in as its first head of finance. The function was nascent: manual processes dominated, reconciliations were inconsistent, and month-end closes were protracted.
Her priority was establishing a robust controllership foundation. Collaborating with the team, she drove a major finance transformation, integrating over 40 operational systems into the core ERP platform.
This shift dramatically improved data quality, accelerated reporting, and enhanced transparency—critical in e-commerce’s high-velocity environment. “What had once been a large accounting operation became a lean, highly automated finance function,” Olivo recounts.
The deeper evolution followed infrastructure stabilisation. Finance transitioned from pure controllership and compliance to forward-looking FP&A, with structured budgets, performance dashboards, and forecasting models guiding investment and scaling decisions.
“Strong controllership creates the foundation, but the real value of finance is when it becomes a strategic business partner—helping leadership interpret the numbers, anticipate risks, and make better decisions for growth.” Joy Olivo
This mirrors the 2026 trajectory for Asian controllers, where AI and digital tools are propelling the function from historical reporting to predictive, strategic advisory amid ongoing disruptions.
Guardrails enabling fast growth
In high-growth sectors like e-commerce and logistics, Olivo developed flexibility alongside rigour. “Controls should enable growth rather than restrict it,” she asserts.
Her philosophy of “guardrails, not walls” standardises non-negotiables—regulatory compliance, financial integrity, data reliability—while granting local teams flexibility for innovation and market responsiveness.
This approach has proven invaluable at D.W. Morgan, where financial innovation supports inventory solutions that alleviate client supply chain pressures.
In the Philippines’ risk-aware yet ambitious business culture, such balanced resilience allows organisations to scale responsibly, a lesson particularly pertinent for regional controllers managing cross-border complexities in 2026.
First 90 days: Diagnostic mastery
Upon assuming group-level responsibilities with diverse teams across countries, Olivo prioritises listening and observation.
Her first 90-day framework focuses on four pillars: deeply understanding business drivers and operations; assessing team strengths and gaps and building cross-cultural trust; mapping end-to-end processes, such as revenue recognition and close cycles, to identify inconsistencies; and rigorously evaluating data quality and systems architecture.
“Only after this diagnostic phase do we begin aligning processes,” she notes. This deliberate pace respects Asia’s often hierarchical and relationship-driven norms, fostering sustainable change by enabling teams to internalise the rationale.
For incoming controllers in multinational setups, this diagnostic-first method minimises resistance and maximises long-term alignment.
Harnessing Filipino values globally
Olivo’s leadership is infused with quintessential Filipino values: humility, hard work, and malasakit—it is empathy combined with proactive caring and action—a profound sense of genuine care and empathy for people and the collective good. Humility encourages input from all levels; diligence models commitment; malasakit builds loyalty and resilience.
In geographically dispersed teams, she implements radical transparency through shared dashboards, consistent global rhythms for check-ins and closes, and the empowerment of local leaders while respecting regulatory nuances.
“Trust grows when teams feel both accountable and empowered,” she observes. These practices extend bayanihan principles internationally, countering silos in diverse finance organisations.
Inspiring inclusion daily
Aligning with IWD 2026’s “Inspire Inclusion” theme, Olivo embeds equity into daily practice. Hiring, promotions, and assignments hinge strictly on merit, performance, and potential.
She proactively diversifies candidate pipelines and maintains transparent metrics linking advancement to outcomes. Day-to-day rituals—amplifying junior voices in meetings and promoting respectful dialogue—cultivate a sense of belonging.
With women showing strong participation in formal financial services (57% female transaction account ownership), such actions ensure diverse perspectives enhance decision-making, yielding superior business outcomes for Philippine and Asian enterprises.
Give to Gain: Mentorship multiplier
The second IWD theme,“Give to Gain,” resonates in Olivo’s commitment to mentorship. She actively guides newly promoted managers through stakeholder navigation and leadership transitions.
“Mentoring forces me to distil my own logic, reflect on past challenges, and remain relentlessly curious,” she shares.
This reciprocity not only accelerates others’ growth but also enriches her leadership, creating a virtuous cycle that broadens inclusion in finance leadership pipelines across Southeast Asia.
“It’s a reciprocal exchange that ensures I’m not just leading my team but continuously evolving alongside the next generation of talent,” affirms Olivo.
Shattering role model barriers and automation success
Early in her career, the scarcity of senior Filipino finance role models posed a challenge, leading to pressure to emulate dominant styles. Olivo succeeded by emphasising preparation, sound judgment, and collaborative problem-solving, demonstrating that thoughtful, analytical leadership thrives.
Her “Efficiency Guru” moniker stems from initiatives such as automating reporting pipelines and building interactive BI dashboards in previous roles, slashing spreadsheet drudgery and shifting teams toward insight generation.
Olivo adds: “One initiative I’m particularly proud of at D.W. Morgan focused on modernizing the company’s finance analytics and reporting by leveraging AI and business intelligence tools.”
Upskilling was key: “Successful change is just as much about people as it is about technology.”
“Investing in upskilling the team and building their confidence in digital tools was essential to ensuring the transformation was not only implemented but also sustained over time.” Joy Olivo
This experience underscores lessons for 2026 controllers navigating AI adoption.
Legacy advice for Filipinas and conclusion
To aspiring young Filipina finance professionals aiming for regional or global careers, Olivo advises: “Build a rock-solid technical foundation while remaining relentlessly curious about how technology—especially AI—is transforming our field.”
“Seek out ‘stretch’ assignments that take you across different countries and industries; these are the experiences that broaden your perspective and accelerate your growth.” Joy Olivo
Above all, retain malasakit: “Technical excellence earns you a seat at the table, but empathy and integrity are what define your legacy. A global career isn’t about shedding your identity; it’s about bringing your full self to lead in a meaningful way.”
Olivo’s narrative illuminates the ascent of Philippine controllers in 2026: anchoring technical excellence with strategic vision and inclusive leadership.
By inspiring inclusion and fostering giving through mentorship and cultural strengths, they propel resilient, sustainable growth across Asia’s dynamic finance landscape.
