Today we are catching up with Meghna Ravjee in her capacity as Chief Financial Officer (CFO) of Ashburton Investments. We asked her nine questions to find out more about her leadership journey, strategic perspective, and influence within South Africa’s investment landscape.
Meghna is one of the top financial services CFOs in the country and a key female leader shaping the future of financial services in South Africa, bringing unique perspectives to her “fully invested” leadership style and approach. Her most valuable insight? “You always need to treat the role as though you are managing your father’s business with care and respect.”
1. Your journey: In brief, what shaped your path to CFO of Ashburton Investments?
Coming from a family where my dad did not have the opportunity to finish school, educating their children was a key priority for my parents as they saw education and knowledge as a power from the challenges they faced. I therefore always strived for excellence and pushed myself to achieve. From a young age, I had a passion for accounting. In high school, I was selected to do a job shadowing programme with PwC, and that’s where the journey started. I went on to complete a BCom and BCom Honours, then served my articles at PwC (Durban).
After qualifying as a CA, I didn’t go straight into finance. I spent four years in learning and development at Converg Financial Training, affiliated with PKF. It combined technical accounting, training future CAs, Audit Managers, and Partners, and consulting, giving me invaluable exposure to teaching and business. That role allowed me to explore different areas before formally entering the finance world.
Moving to Johannesburg was a major milestone. I joined Absa Wealth and Investment Management as a financial controller and was fortunate to collaborate with strong leaders. Later, at Stanlib, I worked directly with the executive management team on strategic projects. Every move helped me grow, and I’ve always pushed myself to take on the next challenge.
2. Career Milestones: Which moments or decisions in your career have been the most defining?
For me, milestones are about being recognised for your work – whether that’s a promotion, an award, or even just being seen for the impact you make. One defining moment was, while pregnant with my first child, being promoted six months along. It reminded me that your career doesn’t need to be paused for life’s milestones.
Another was becoming the acting CFO of Absa Wealth Management at a relatively early age. Sitting around that boardroom table made me realise titles matter less than the impact you create. I’ve always believed that growth is about taking on greater responsibility, not chasing job titles.
3. Your Role: What does your role entail within Ashburton and the wider group?
At its core, my role is about financial stewardship, ensuring sound financial controls, health, and reporting. But beyond that, it’s about using financial insight to guide business strategy, operational decisions, and risk management.
It’s dynamic: one day I’m driving cost efficiencies; another day I’m looking at capital structure optimisation or advising on strategic direction. Within RMB, I sit on the Finance Leadership Board with other CFOs. We collaborate on how to evolve the finance function for the future and how finance should show up in the future. It’s about balancing the small details with big-picture thinking.
4. CFO Perspective: How would you describe your leadership approach and financial philosophy?
My leadership style is rooted in accountability, resilience and collaboration. I believe nothing is impossible, and there’s always a solution. I encourage my team to question the status quo, speak up, and believe that together we can achieve great things.
My financial philosophy is simple: treat every business like it’s your father’s business. That mindset brings deep respect and accountability to every decision. It’s not about ticking boxes – it’s about owning your role and making a real impact.
5. Strategic Insight: What part of your role excites you most, and what keeps you up at night?
What excites me most is the people. I work with a team that makes me want to show up as the best version of myself. There’s real alignment in our values, and a sense that we can take the business to new heights. It’s great to work in a team that cares.
What keeps me up at night is how we convert opportunity into tangible results. I constantly think about roadblocks, what might we be missing, and how do we do things differently? As a CFO, you’re always walking the line between extracting efficiencies and innovating for the future.
6. Investment Trends: What are the top trends you believe are shaping the future of investing in 2025?
Investors seek new ways to align their portfolios with their values. ESG remains a differentiator, especially for those who can do it well and integrate it meaningfully. The future of investing will belong to those who think beyond traditional approaches and understand what matters most to clients.
7. Ashburton’s Edge: What do you believe sets Ashburton apart in a competitive market?
Our brand promise, “Fully Invested,” isn’t just a tagline. It’s something you feel inside the business, and what we aim to deliver to clients. We’re able to offer detailed, tailored investment solutions that many cannot.
Our people are another differentiator. The individuals around the executive table are deeply committed to doing what’s best for our clients. Under Chief Investment Officer Patrice Rassou’s leadership, our fund performance has strengthened, even in volatile markets. Being part of a group also has advantages for the broader client base.
8. Women in Leadership: How do you view the progress of women in financial services, and what still needs to change?
We’ve come a long way. Within our group and the broader financial industry, there are now strong female leaders in key roles. That visibility helps others believe it’s possible and encourages women to aim high.
Still, we need to actively foster inclusive environments, especially in a sector historically dominated by men. Whether women are raising families or not, organisations must adapt to support them equally. We also need to challenge outdated perceptions and promote cultural shifts that value diverse perspectives, not just compliance with targets.
9. Diversity, Equity & Inclusion: Are we making meaningful progress?
Yes, I believe we are. In South Africa, there’s a growing awareness that diverse teams serve clients better because they reflect the communities we engage with. At Ashburton, we’re strengthening this through targeted programmes and internal development. But there’s always more to do. We need to continue shifting mindsets to show that diversity is a strength, not a box to tick.
About Meghna Ravjee
Ravjee is the CFO for Ashburton Investments. Meghna has a breadth of experience extending to asset management, decision making, and turning analytical and financial support into strategic execution. She is a CA(SA) and holds a Bachelor of Commerce Accounting Honours Degree from the University of KwaZulu-Natal.
