The CFO: ‘I always tell my team to respect the conversation,’ says UEM Sunrise’s finance chief Hafiz Sulaiman
Occupying the CFO chair is a significant challenge in itself. But what happens when your company calls on you to also fill in for the CEO when they unexpectedly resign?
This is exactly the situation that Hafiz Sulaiman, CFO at Malaysian property developer UEM Sunrise found himself in. Just a few days after speaking eloquently at an event in Singapore about the power of IR to make a lasting impact on companies, he was unveiled as the officer in charge (OIC) at the company after the departure of CEO Sufian Abdullah.
After a year straddling two C-suite roles, we caught up with Sulaiman – who is speaking once again at the IR Impact Forum – South East Asia this year – about his philosophies as a finance chief, what he values in his head of IR Christine Lau and why his favorite of UEM’s developments is a former stadium site in Perth, Australia.
UEM Sunrise’s CFO Hafiz Sulaiman at the IR Impact Forum – South East Asia
Can you tell us about your background and how you came to the CFO role?
I began my career in an audit firm and later joined EY, which provided a strong grounding in financial discipline, governance and stewardship. These fundamentals shaped how I think about organizations and long-term value creation. I am a member of the Malaysian Institute of Accountants and a Fellow CPA Australia, and I view these as milestones that reflect the journey so far.
When I joined UEM Sunrise in August 2023, that foundational experience helped me transition smoothly into the OIC role during a period of leadership change.
Today, as CFO, that same grounding guides how I support our transformation into a balanced real estate player and ensures we deliver sustainable value to our stakeholders.
How would you sum up your approach to investor relations and what do you think the investment community appreciates about the way you engage with them?
I keep things anchored on clarity, transparency and consistency. Investor relations must be grounded in facts. As a publicly listed company, we have a responsibility to communicate clearly and avoid signals that could be misinterpreted by the market.
Our IR team plays a strategic role in maintaining investor confidence. My approach is to complement that with financial clarity and a long-term view. Everything must align with UEM Sunrise’s purpose of building communities of the future and creating value responsibly. I keep things simple. Investors appreciate simplicity, transparency and a steady hand. That is how I approach this journey and that is what we aim to deliver.
What do you look for in your head of IR?
To be credible, calm and measured; to have strong commercial and financial acumen to translate numbers into narratives and narratives into numbers; and, finally, to be strategic – always thinking in signals, perception and long-term equity value creation, understanding how each disclosure shapes market sentiment and adhering to all reporting guidelines.
IR requires someone who understands the business well, who is able to distil complexity and intelligence into clear insights and ensures the company is represented accurately and consistently.
Our IR approach is backed by transparency, data-driven communication and largely forward-looking clarity, tied to our project launches. We speak about facts and long-term values, because our reputation depends on it. Ultimately, IR leadership must help elevate the company’s profile, strengthen relationships and ensure the market understands the fundamentals of our strategy and performance. That helps us both sleep better at night.
Could you tell us about a time when IR really proved its worth to you and to the company?
During the leadership transition last year, IR played a critical role in ensuring continuity of confidence. We stayed focused on execution, kept stakeholders informed and reinforced the message that our strategy remained intact. We quickly huddled internally and said We don’t know how long this process will take, but we have a good program and will stay focused on execution. Our share price remained stable, reflecting the market’s confidence in our continued commitment to the same team, program and strategic focus.
At the AGM in May, which I supported for the first time under the leadership of the chairman [Datuk Hisham Hamdan], shareholders acknowledged and appreciated the clarity and steadiness of our engagement. That was an important moment as it affirmed that a consistent, fact-based IR approach can sustain trust even in periods of change.
That was a meaningful milestone for me. It demonstrates that this work is fully achievable when our messaging is aligned. It reinforced the importance of alignment, speaking with one voice and communicating with discipline.
How do you measure the success of the company’s IR efforts?
I always challenge the team to take stock of where we started and where we land at year-end. While share price movements matter, they are often shaped by external factors like global shocks, tariffs, interest-rate cycles and geopolitical uncertainty – all of which can affect the entire market. What is fully within our control, however, is the quality, consistency and credibility of our engagement.
For us, success is measured by whether the market understands us better than before. We aim for analysts and investors to develop a clearer view of our strategy, our financial drivers and the rationale behind our decisions. Over the year, we have invested in strengthening relationships with sell-side research houses, ensuring they appreciate what we are trying to achieve and the momentum we are building.
That deeper understanding, reflected in more informed questions, more balanced assessments and stronger alignment in their reports, is one of the most meaningful indicators that our IR efforts are working.
Where do you find yourself doing the most investor education?
We see the most investor education taking place around ESG and sustainability. There is growing interest in how these principles shape our developments and we often explain how ESG is not a separate agenda for UEM Sunrise, but integrated into our planning, design and operations to support long-term value creation.
We also spend time educating the market on our diversified 4,600-acre landbank and how we balance residential, industrial and commercial components to drive sustainable growth. In Malaysia, data centers are seen as highly lucrative, but we emphasize the importance of aligning any opportunity with responsible land use, long-term resilience and our broader development strategy.
What percentage of investor one-on-ones do you typically attend?
I attend most engagements, including quarterly briefings, the AGM, site visits and key shareholder meetings. For critical engagements, such as those with ratings agencies, I make it a point to be personally involved. Senior leadership visibility matters as it signals commitment, confidence and accountability.
I also encourage other senior leaders to get involved. Stakeholders, especially bankers, value dealing with someone they can trust. Strong relationships depend on trust and continuity. We take that responsibility seriously. I continue to remind the management team that their presence and insights add real value to these interactions.
What’s your favorite thing about the IR-related work that you do?
Engaging with people. Whether analysts, fund managers, journalists, shareholders or regulators, everyone is trying to do their job with integrity and diligence. Professional respect and objectivity matter. I value meaningful conversation. One of the things I always tell my team is: respect the conversation. I try to keep things simple, and I am always wearing my heart on my sleeve.
When I took on the role of OIC, the corporate communications team immediately put me through media training. That sharpened how I articulate our strategy and improved the way I communicate our purpose, progress and commitments. In many ways, it was the best preparation they could have given me for the role.
What about your least favorite?
There are no ‘least favorites’ but what I find most important is mutual preparedness. When both sides come ready to engage thoughtfully, the conversation is far more productive and meaningful.
IR works best when there is mutual respect and shared commitment to understanding the business. Every now and then, we face discussions where preparation levels vary and that can make the exchange less productive. I believe in respecting the conversation and making the most of the time we have with analysts, so I encourage well-informed, constructive dialogue. When questions repeat, I don’t mind clarifying, but I always hope the conversation moves us forward.
What piece of advice would you offer to others who want to end up in the CFO seat?
Be grounded in your technical skills. There will be moments when you must defend your views. Be direct, as your professional reputation depends on it.
Build your own brand as someone trusted, objective and substantive. Boards value clarity and efficiency. Be clear and bring value to every conversation. Once trust is established, discussions become easier. Aspire to that level of trustworthiness so you can build strong relationships at every level.
Finally, UEM Sunrise has some impressive properties. Do you have a favorite and why?
Publika Shopping Gallery in Kuala Lumpur is a standout for me. We have managed it for 15 years, transforming it with quality tenants and strong rental growth. It shows how thoughtful placemaking can shape vibrant communities.
I am also proud of One Oval, in Subiaco, Perth, in Western Australia. Located three kilometers from the central business district , it is a premium development with modern amenities, a rarity in a city dominated by low-rise homes. When we launched in July, the response during the Singapore launch leg exceeded our expectation to the point that we had to reprint contracts. This speaks to the strength of UEM Sunrise’s international presence and our commitment to quality.
Both projects reflect our focus on building and creating spaces and places that bring people together, to enhance everyday living.
