Moore Consulting and Moore Aiyar provide professional services across organisational advisory, accounting, and consulting. Nishani Perera, Partner at Moore Aiyar and Director at Moore Consulting, has led initiatives that combine organisational and people development, reflecting her belief that leadership is measured by how leaders influence and mentor those around them.
According to Perera, organisations should foster collaboration and uphold core values, creating an environment where leaders can empower their teams, develop skills, and promote collaboration, supporting sustainable impact within the profession.
What key experiences have shaped your leadership journey, and how do they influence the way you lead at Moore Aiyar and Moore Consulting?
When I started my career, I did not have a specific title in mind. What I wanted was simply to reach the top from wherever I stood, and that mindset has guided my leadership journey from the beginning to today. I have achieved that ambition, I believe. I first worked with BDO Partners and rose to the level of Associate Director, and I now serve as a Director of Moore Consulting as well as a partner of Moore Aiyar.
Much of this progress is thanks to the superiors and mentors who shaped me into who I am. They guided me, supported me and often challenged me. Some gave me courage, and all of them influenced the way I think and the leadership style I practise today. Through them I learned that leadership is not about status or authority. It is about the influence we have on people.
Since others influenced my journey, I believe it is my responsibility to give back, and that principle guides how I lead within our organisation.
Your involvement in various professional committees reflects leadership beyond the firm. How has this shaped your broader perspective on purpose and impact?
My involvement with professional committees has significantly strengthened my understanding of leadership and given me a broader perspective on it. Through this work, I feel that I am contributing not only to my organisation but also to the profession and the nation as a whole.
Engaging with regulators, professionals, practitioners, and a wide range of stakeholders has shown me how interconnected our decisions are and how the guidance we provide as professionals can shape the future of our field.
What we discuss and decide in these forums contributes to the development of the profession, guiding future leaders on how to act and lead responsibly. This professional involvement cannot be measured solely through organisational success. Its true value lies in the knowledge we generate, the trust we build, and the long-term impact we have on the profession and society.
What qualities and mindsets do you believe young finance professionals need to succeed in today’s fast-changing business environment?
We all live in a rapidly evolving world, and in that context I believe there are three essential qualities that young professionals should cultivate.
The first of these is curiosity. In a world that is constantly changing, curiosity drives learning, enables us to unlearn outdated approaches, and helps us quickly acquire new knowledge. Without it, we cannot keep pace with the developments around us.
The second quality is adaptability. Our ability to survive and thrive depends on how effectively we can adjust to the changing environment. Sustainability, both personally and professionally, requires flexibility and a readiness to respond to new circumstances.
The third quality is courage. Young professionals must have the courage to speak up, to take responsibility, and to step forward as future leaders. Curiosity allows them to explore, adaptability ensures they can navigate change, and courage empowers them to act decisively. Together, these qualities form the foundation for effective leadership and long-term professional growth.
How does Moore Sri Lanka bring the global “Moore Mindset” to life, and what kind of leadership culture does it aim to build locally?
At Moore Sri Lanka, we embrace three core values, which we generally call the Moore Mindset: caring, connectivity, and progress. These values resonate with us as a firm and reflect broader cultural principles as Sri Lankans. We strive to embed them throughout our organisation and teams, supporting our people to grow, to connect with one another, and to progress together.
In practice, this means fostering collaboration and mutual support while encouraging professional and personal development. We focus on transformation not only in processes and technology, such as information technology initiatives within the organisation, but also in the growth of our people. For us, progress is always people-centric.
While driving innovation and operational change, we ensure that team development remains a priority, because sustainable success relies on empowered, skilled individuals..
What have been your most meaningful lessons as a woman in finance, and how do you hope to inspire more women to take on leadership roles?
My journey has taught me, above all, that leadership is not about following a fixed template. Early on, I tried to fit into established leadership models, but I eventually realised that authentic leadership matters far more. Leading in a way that feels genuine gives a power and impact that cannot be replicated by simply copying a model.
For women in Sri Lanka, my message is not to wait until you feel 100% ready, because no one ever does. Instead, step up and take leadership positions. Women make up a significant proportion of the population, and many educated women want to contribute meaningfully to society. Through leadership, they can do this for the good of all as well as their personal advancement. Their influence has much to offer us all.
By stepping into leadership roles, women can use their education and skills to make a tangible impact, guiding organisations, communities, and ultimately the nation. Authentic leadership, courage, and action are what drive change. They will help our country reach greater heights.