< Previous22 Maheswari Kanniahwww.thevisionaryspark.com 23Maheswari Kanniah’s path into com- pliance and governance was never a predetermined career choice—it was a calling rooted in a profound belief in fairness, accountability, and ethical stewardship. Early in her career, she observed firsthand how regulato- ry gaps and weak governance could erode trust and destabilize institutions. “That realization ignited a passion to be part of the solution,” she reflects. What might have been seen by others as a routine compliance function, she approached as an opportunity: to transform governance from a mere checkbox exercise into a strategic enabler of integrity and resilience. Over the years, Maheswari came to embrace governance not simply as a framework, but as a philosophy capable of shaping organizational culture, pro- tecting stakeholders, and elevating leadership itself. Her journey through some of Malaysia’s leading financial institutions offered pivotal moments that refined both her approach and her lead- ership style. Looking back across her roles at Maybank, RHB, and Kenanga, Maheswari re- flects on each as a defining chapter that shaped her leadership journey. At Maybank, she was deeply influenced by the strength of its insti- tutional legacy and learned the importance of embedding governance into the very DNA of a large, established organization. Her time at RHB sharpened her ability to act with urgency and clarity, reinforcing the value of courageous decision-making and collaborative alignment between business and compliance. At Kenanga, she embraced the role of a change agent, spear- heading Southeast Asia’s first ACFE partnership and fostering a culture of fraud awareness and ethical vigilance across the organization . Together, these experiences cultivated a leader- ship style that is both decisive and empathetic, strategic yet grounded in values—qualities that continue to define her impact across the finan- cial and governance landscape. 24 Maheswari KanniahLeadership & Culture For Maheswari Kanniah, cultivating a thriving organizational culture goes far beyond poli- cies and procedures—it is a deliberate practice shaped by consistency, visibility, and empower- ment. She leads by example, demonstrating ethi- cal courage even when it is inconvenient, which, she admits, is often the case. Creating safe spaces for dialogue and encouraging dissenting views are central to her approach, while transparency is actively recognized and rewarded. “Collabora- tion thrives when people feel heard and respect- ed,” she notes, underscoring her commitment to mentoring and fostering cross-functional engagement. Accountability, she believes, is not about finger-pointing but about embedding clear expectations, fair processes, and a shared sense of purpose. Celebrating integrity, she emphasiz- es, is just as important as celebrating outcomes, because character forms the foundation for sus- tainable success. When it comes to compliance, Maheswari re- fuses to let regulations become a mere road- block. Instead, she frames them as a guiding compass for responsible innovation. By deeply understanding the business, she designs compli- ance frameworks that are agile, risk-based, and forward-looking. Early engagement between compliance teams and business units is key, she explains, allowing innovation to flourish on a foundation of trust and foresight. Her philosophy is simple yet powerful: shift the conversation from “no” to “how.” In doing so, teams are guided to innovate responsibly, ensur- ing that growth and creativity thrive within the bounds of integrity and legality. www.thevisionaryspark.com 25Expertise & Achievements At Maybank, Maheswari drew inspiration from the institution’s rich legacy, where she witnessed governance deeply embedded into organizational culture. It was here that she re- fined her belief in aligning values with vision, learning how robust governance could serve as both a safeguard and a strategic enabler for sustainable growth. At RHB Investment Bank, Maheswari led one of the most defining chapters of her career— strengthening governance and compliance through a values-driven transformation. She anchored her approach on three guiding principles: clarity, collaboration, and courage. With a meticulous focus on both technical and cultural aspects, she worked to deepen understanding across the organization and align compliance seamlessly with business goals. Building trust was central to her strat- egy—empowering teams to take ownership and fostering a sense of shared responsibility. Decisive actions, from enhancing processes to investing in continuous staff development, were coupled with transparent engagement at every level. What emerged was not just stronger compliance, but a collective culture of excellence and integrity. “It was driven by a shared commitment,” she reflects, acknowl- edging the support of her staff, management, and Board, whose trust allowed her to lead with conviction and impact. Her tenure at Kenanga Investment Bank further highlighted her role as a visionary change-maker. She was instrumental in forging Southeast Asia’s first partnership with the Association of Certified Fraud Examiners (ACFE), a collaboration inspired by a desire to elevate fraud awareness and ethical lead- ership across the region. “I saw a gap in how organizations approached fraud—not just as a financial risk, but as a cultural vulnerabil- ity,” she recalls. By institutionalizing fraud education and establishing a regional bench- mark, the initiative sparked a broader move- ment toward courageous governance, inspir- ing other banks to follow suit and raising the standard for ethical vigilance in the industry. Today, Maheswari remains acutely aware of the evolving risk landscape in a hyper- connected, globalized world. Cyber threats, third-party vulnerabilities, and ethical erosion dominate her concerns, alongside emerging issues like ESG-related greenwash- ing, data privacy breaches, and AI-driven fraud. Yet, beyond technical risks, she em- phasizes a deeper, cultural dimension: com- placency. “It is easy for organizations to lose sight of their values in pursuit of speed or scale,” she warns. For Maheswari, effective risk management must evolve from a reactive stance to an anticipatory one, marrying fore- sight with a steadfast commitment to organi- zational values. Recognition & Global Presence Being the first Southeast Asian to receive the ACFE “Outstanding Achievement in Out- reach and Community Service” award was a profoundly humbling milestone for Ma- heswari Kanniah. “It was not just a personal honor,” she reflects, “but a recognition of our region’s growing voice in global governance.” For her, the accolade symbolized more than individual achievement—it celebrated the collective efforts of the community of fraud fighters, compliance professionals, and ethi- cal leaders she has mentored and collaborat- ed with over the years. It affirmed her belief that outreach, education, and proactive guid- ance are as critical as enforcement. Her com- mitment to the field was further recognized in August 2025 when she was named CFE of the Year for the ACFE Malaysian Chap- ter, from John Gill, President of the ACFE with Lim Huck Hai, President of the ACFE Malaysian Chapter at the ACFE Asia Pacific conference in Kuala Lumpur cementing her influence both locally and internationally. 26 Maheswari Kanniah Expertise & Achievements At Maybank, Maheswari drew inspiration from the institution’s rich legacy, where she witnessed governance deeply embedded into organizational culture. It was here that she re- fined her belief in aligning values with vision, learning how robust governance could serve as both a safeguard and a strategic enabler for sustainable growth. At RHB Investment Bank, Maheswari led one of the most defining chapters of her career— strengthening governance and compliance through a values-driven transformation. She anchored her approach on three guiding principles: clarity, collaboration, and courage. With a meticulous focus on both technical and cultural aspects, she worked to deepen understanding across the organization and align compliance seamlessly with business goals. Building trust was central to her strat- egy—empowering teams to take ownership and fostering a sense of shared responsibility. Decisive actions, from enhancing processes to investing in continuous staff development, were coupled with transparent engagement at every level. What emerged was not just stronger compliance, but a collective culture of excellence and integrity. “It was driven by a shared commitment,” she reflects, acknowl- edging the support of her staff, management, and Board, whose trust allowed her to lead with conviction and impact. Her tenure at Kenanga Investment Bank further highlighted her role as a visionary change-maker. She was instrumental in forging Southeast Asia’s first partnership with the Association of Certified Fraud Examiners (ACFE), a collaboration inspired by a desire to elevate fraud awareness and ethical lead- ership across the region. “I saw a gap in how organizations approached fraud—not just as a financial risk, but as a cultural vulnerabil- ity,” she recalls. By institutionalizing fraud education and establishing a regional bench- mark, the initiative sparked a broader move- ment toward courageous governance, inspir- ing other banks to follow suit and raising the standard for ethical vigilance in the industry. Today, Maheswari remains acutely aware of the evolving risk landscape in a hyper- connected, globalized world. Cyber threats, third-party vulnerabilities, and ethical erosion dominate her concerns, alongside emerging issues like ESG-related greenwash- ing, data privacy breaches, and AI-driven fraud. Yet, beyond technical risks, she em- phasizes a deeper, cultural dimension: com- placency. “It is easy for organizations to lose sight of their values in pursuit of speed or scale,” she warns. For Maheswari, effective risk management must evolve from a reactive stance to an anticipatory one, marrying fore- sight with a steadfast commitment to organi- zational values. Recognition & Global Presence Being the first Southeast Asian to receive the ACFE “Outstanding Achievement in Out- reach and Community Service” award was a profoundly humbling milestone for Ma- heswari Kanniah. “It was not just a personal honor,” she reflects, “but a recognition of our region’s growing voice in global governance.” For her, the accolade symbolized more than individual achievement—it celebrated the collective efforts of the community of fraud fighters, compliance professionals, and ethi- cal leaders she has mentored and collaborat- ed with over the years. It affirmed her belief that outreach, education, and proactive guid- ance are as critical as enforcement. Her com- mitment to the field was further recognized in August 2025 when she was named CFE of the Year for the ACFE Malaysian Chap- ter, from John Gill, President of the ACFE with Lim Huck Hai, President of the ACFE Malaysian Chapter at the ACFE Asia Pacific conference in Kuala Lumpur cementing her influence both locally and internationally. As the first Malaysian elected to the ACFE Board of Regents, Maheswari is setting her sights on inclusivity, education, and ethical innovation. She is passionate about amplify- ing voices from emerging markets, broaden- ing access to fraud training, and champion- ing governance models that are culturally relevant yet globally aligned. “I aim to bridge the gap between traditional compliance and digital ethics,” she explains, emphasizing the importance of frameworks that evolve with technology while remain- ing firmly grounded in core values. Beyond the world of finance and compliance, Ma- heswari’s achievements span her athletic legacy as well. Her induction into the Ma- laysia Book of Records, recognizing her dual ACFE milestones, and the Olympic Council’s Hall of Fame, celebrating her national sports career, are testaments to a life shaped by discipline, resilience, and service. “Together, they symbolize the integration of professional rigor and personal passion,” she shares. On a personal level, these honors are a reminder that legacy is not measured by titles alone, but by the impact one leaves on communi- ties, institutions, and the next generation of leaders. www.thevisionaryspark.com 27Governance & Board Roles Serving on the boards of ICDM, Turiya Ber- had, and MBSB Bhd, Maheswari Kanniah has a front-row view of the evolving governance landscape. Today, boards face unprecedented complexity, navigating rapid regulatory shifts, ESG expectations, digital disruption, and height- ened stakeholder activism. “The challenge is moving beyond mere compliance oversight to strategic foresight,” she observes. She notes that many boards still wrestle with issues of diversity, digital literacy, and ethical agility. Addressing these challenges, in her view, requires continu- ous education, courageous questioning, and a cultural shift from risk aversion toward proactive opportunity stewardship. With ESG and impact investing gaining promi- nence, Maheswari emphasizes that boards must evolve into architects of long-term value. “ESG is no longer a reporting exercise-it is a strate- gic imperative,” she says. Directors now need a nuanced understanding of sustainability met- rics, stakeholder expectations, and the interplay between profit and purpose. Impact investing adds another layer of responsibility, demanding that boards evaluate societal outcomes alongside financial returns. She stresses that this evolution requires a mindset shift: governance must move from being a control function to serving as a true steward of value-a transition many boards are still navigating. A passionate advocate for diversity, Maheswari’s work with Leadwomen underscores her com- mitment to elevating women in senior leader- ship and board roles. “Intentionality is key,” she asserts. 28 Maheswari KanniahWhile quotas may open doors, it is culture that keeps them open. Organizations must invest in mentorship, sponsorship, visibility, and in- clusive succession planning, complemented by bias awareness and flexible policies. Maheswari is particularly drawn to storytelling as a power- ful tool for change, highlighting the journeys of women leaders who have navigated challenges with courage. “Sharing these stories allows others to see what’s possible and brings to light the unique perspectives women bring to leadership,” she explains. Through her work with Leadwom- en, she continues to champion these narratives, helping to reshape the boardroom for the next generation of leaders. Vision & Advice Maheswari Kanniah’s journey into ESG and Impact Investing reflects her forward-looking approach to governance and financial steward- ship. “ESG will redefine capital allocation, risk assessment, and stakeholder engagement,” she asserts. She sees Malaysia poised to lead in areas such as Islamic finance, biodiversity, and social inclusion, but emphasizes that progress must go beyond mere compliance. Innovation, she argues, is critical—developing ESG products, integrating sustainability into credit models, and fostering public-private partnerships will shape the nation’s financial landscape in the coming decade. As a Certified Expert in ESG and Impact Investing, Maheswari is deeply committed to driving this transformation and cultivating a cul- ture of education and transparency that empow- ers all stakeholders. For those entering the complex world of gov- ernance and compliance, her advice is rooted in purpose and courage. “This field is not just about rules; it’s about protecting trust,” she notes. Curiosity, continuous learning, mentorship, and ethical courage are non-negotiable. Maheswari emphasizes that fresh perspectives are vital— governance needs voices willing to challenge norms, and compliance requires champions of integrity who navigate complexity without com- promise. Looking ahead, she sees compliance leaders evolving into strategic advisors, ethical tech- nologists, and cultural architects. The rise of AI, blockchain, and global data flows demands digital fluency, anticipatory governance, and the ability to balance regulation with innovation. “Soft skills like empathy, communication, and influence are as critical as technical knowledge,” she reflects. The leaders of tomorrow, she insists, will be those who can navigate the intersection of ethics, agility, and technological change. Her vision extends beyond frameworks and regulations; it is deeply personal. Having broken barriers in both corporate and sporting arenas, Maheswari hopes her legacy will inspire cour- age—the courage to lead with integrity, challenge the status quo, and serve with compassion. She envisions governance not as a constraint, but as a catalyst, and ethical leadership as an essential, transformative force. And if one life lesson encapsulates her journey, it is the enduring power of integrity. “Integrity is the quiet force that outlasts applause and with- stands adversity,” she says. It anchors leaders when the spotlight fades or storms arise, proving that staying true to one’s principles builds a leg- acy no title or accolade can replicate. For Ma- heswari, this quiet, steadfast virtue remains the compass guiding every victory, every challenge, and every step of her extraordinary journey. www.thevisionaryspark.com 29Next >