The Modern CFO’s Guide to Steering Global Finance Through Complexity and Change

Discussion with Nikos Sachlas

With a career spanning over a decade and a half across industries and regions, Nikos Sachlas has developed a unique approach to multinational finance that blends academic depth with real-world execution. From leading finance functions in industrial manufacturing and hospitality to spearheading the expansion of a global company across Europe and Asia-Pacific, his journey is defined by adaptability, strategic foresight, and business partnership. Currently serving as the Group Finance Lead for expansion markets at Vorwerk International, Nikos offers a seasoned perspective on how CFOs and finance leaders can navigate complex regulatory environments, drive cross-border collaboration, and lead sustainable growth. In this article, he explores the foundational pillars for balancing financial innovation with regulatory compliance, the critical role of IFRS in fostering transparency, and the practical challenges of operating across diverse international markets.

Navigating Growth and Compliance: A Six-Pillar Approach

Operating in a world of ever-changing regulatory frameworks requires more than agility—it requires intentional design. Sachlas outlines a six-pillar strategy that has helped his teams balance financial innovation with compliance, even in high-growth and high-regulation environments.

The first and arguably most critical pillar is proactive engagement. “You cannot chase regulatory change. You need to stay a step ahead”, he explains. This means engaging early with local regulatory bodies and industry groups to anticipate change and prepare internal systems accordingly. Staying informed is not enough—embedding these insights into strategic planning is what makes the difference. “If you're the last to adapt, you're following others. But if you're first, you're shaping the local opportunity”, he adds.

Cross-functional collaboration comes next, with Sachlas emphasizing how essential it is to align finance, legal, compliance, and operations. Especially in markets with distinct requirements, the collaboration between central leadership and local expertise ensures that growth plans remain not only compliant but executable. “Each market is different. Working closely with legal teams in each region allows us to tailor our strategy without compromising on our expansion goals”, he notes.

The third pillar, risk management, is about being intentional with foresight. Sachlas advocates for early risk identification through structured frameworks and detailed assessments that enable the design of compliance-ready growth strategies. “Too often, compliance issues are identified too late. That’s when the cost of correction is highest”, he warns. Complementing this, technology utilization helps reduce the administrative burden. “Advanced software helps streamline repetitive reporting tasks and improves accuracy—freeing up teams to focus on business development”.

Training plays a foundational role as well. Through investment in training and development, Sachlas ensures that local finance teams are equipped with not just technical skills, but also an understanding of the wider business and compliance landscape. “Destroying silos is key. Teams must see themselves as part of the group—not just the local entity”, he states.

Finally, Sachlas’s balancing act philosophy reframes regulation as an opportunity. “We don’t see compliance as a barrier. We see it as a framework for responsible innovation”, he says. This mindset allows teams to approach regulatory hurdles not with apprehension but with curiosity—seeking how rules can shape more resilient business models.

IFRS and Unified Reporting: The Backbone of Trust

In multinational environments, financial transparency is not a luxury—it’s a necessity. Sachlas sees IFRS and unified financial reporting as enablers of both transparency and strategic clarity. “Uniform standards like IFRS allow us to speak the same language across all jurisdictions”, he notes. This consistency is critical not only for internal decision-makers but also for external stakeholders including investors and regulators.

By adopting comprehensive disclosures, companies can present more than just numbers. “We’re not just reporting financials. We’re communicating risk, opportunity, and direction”, Sachlas explains. This level of transparency enhances investor confidence and promotes accountability across the organization. In his view, good reporting tells a story that builds trust.

Another advantage of IFRS, he says, is its role in standardizing audit practices and improving internal controls. “A consistent framework forces us to maintain high-quality records, perform regular audits, and justify decisions using a shared lens”, he notes. This ensures that financial performance can be accurately assessed across regions, making the management of large, diverse operations more cohesive.

Beyond the strategic value, Nikos also sees operational benefits. Unified reporting simplifies regulatory reporting processes and allows management to allocate resources with greater precision. “Reliable financial reporting improves both strategic and operational decision-making”, he asserts. It’s this holistic approach—where compliance enhances rather than restricts performance—that defines Sachlas’s view of modern financial leadership.

Expanding Internationally: The Human and Structural Challenges

While compliance and reporting provide the structure, expansion into new regions introduces human and cultural complexities that must not be overlooked. Nikos highlights regulatory complexity as the first major hurdle. “Every country has its own legal, tax, and financial rules. There’s no shortcut—only local expertise can help you navigate that”, he explains.

But beyond regulation, cultural differences shape the success or failure of any expansion. From leadership styles and negotiation habits to customer behavior, these differences require companies to adapt—not the other way around. “You cannot expect a local market to adjust to your headquarters’ style. You must adapt to the local way of doing business”, Sachlas insists. This applies even within the same region. His team has faced situations where entering an Asian market required a complete reworking of the business model due to political limitations.

‍

“Agility and adaptation are the most essential skills any international company should develop”, he says. For example, in one APAC country, the team had to pivot their entire go-to-market strategy to comply with local regulations, turning what could have been a barrier into a learning opportunity. “It was also a chance to test how flexible our organization really was”, he adds.

Among the additional hurdles are talent acquisition, currency fluctuations, and competitive landscapes. Hiring in a new market brings complications related to language, education systems, and cultural fit. Nikos advises acting strategically: “Choose the right people who can later be integrated into your broader company culture”. Foreign exchange risks, particularly in Asia-Pacific, also require proactive hedging strategies to safeguard profitability. Meanwhile, strong local competitors with deep market knowledge can surprise global entrants. “There is no one-size-fits-all approach”, Sachlas cautions.

Financial Audits: Building Readiness Across Borders

Financial audits are inevitable in a multinational setting—and if not properly managed, they can quickly become burdensome. Sachlas identifies centralized documentation as the first line of defense. “If your records are not organized from the start, audits become a nightmare”, he warns. Establishing a unified repository of financial records ensures accessibility and transparency across regions.

A comprehensive audit plan is equally essential. “You need to plan ahead for scope, schedules, and responsibilities—taking both global and local requirements into account”, Sachlas explains. Without this structure, surprises become likely and costly. He also emphasizes the importance of process standardization—wherever applicable—to maintain consistency and compliance.

Finally, he reiterates the indispensable value of local experts. “Global teams can’t do everything. You need local audit professionals who know the rules inside out”, he says. Their insights help bridge gaps between global expectations and local execution, preventing costly errors or missed deadlines.

Key Takeaways for Global Finance Leaders

Reflecting on his journey and lessons, Sachlas shares three key takeaways for finance executives operating in multinational environments:

1. Balance Growth with Compliance
   “Successfully expanding into new regions requires harmonizing financial innovation with rigorous regulatory compliance. This can only be achieved through proactive engagement with local regulatory bodies and by embedding compliance into growth strategies from day one”.
2. Embrace Local Expertise and Insights
   Sachlas emphasizes that local professionals play a far more strategic role than simply supporting operations. By involving them early in the process, multinational organizations can align local knowledge with broader corporate goals. This not only helps ensure compliance but also unlocks market-specific opportunities that may otherwise go unnoticed.
3. Build Robust Risk Management Systems
   Resilience in global operations, according to Sachlas, begins with structured preparation. Whether it's mitigating currency fluctuations through hedging or ensuring operational continuity through scenario planning and internal audits, having a risk framework in place is essential for navigating the uncertainties of multinational finance.

Through his thoughtful approach, Nikos Sachlas reminds us that finance leadership in the global economy is no longer about just managing numbers—it’s about interpreting them, communicating them, and using them to drive business forward. His experience offers a roadmap for C-level leaders striving to build organizations that are not only compliant but also competitive, agile, and future-ready.