Every step in Japhet Valerian’s career came from long nights of teaching himself what others already knew. His discipline became the engine of his rise, carrying him to the CFO seat long before most people get there.
On Japhet Valerian’s first day at EY Tanzania, he was not well-versed in the concepts of debit and credit. He had studied actuarial science and had never taken an in-depth finance course apart from that intended for non-finance majors. The new associate was supposed to join the advisory team, but a last-minute reshuffle landed him in an interview with audit managers, who decided to take a chance on him.
He soon realised that ignorance would not be an excuse. With no formal background, he had to teach himself everything. He studied harder than anyone else, pushing far beyond what was expected. His work ethic and discipline made up for what he lacked in credentials. Within a year, he was promoted two levels up.
“Where another associate might do 100 percent, I would do 200. I overachieved without even knowing. That’s just how it was. And to my surprise, I was promoted,” he says.
By the end of his second year, Japhet had jumped four levels and become a senior, but the promotion came with new pressures. He was leading teams on assignments where managers were overstretched. He also had to manage clients and train juniors while continuing to learn. At the time, he was only in his mid-twenties.
“I was interacting with CEOs, CFOs and directors. I was the team leader. Only two years with the firm. I had to learn very fast about teams, initiative, delivery, everything,” he explains.
A chance encounter
Japhet’s leap into Heritage Insurance came purely by chance. He had tried to apply for jobs the usual way, through online listings, but received no response. A referral from a former colleague landed him an interview. The company was implementing a new ERP system and needed someone with both actuarial and audit experience.
“The job needed one person, but they took two. I think what carried me over the line was my actuarial background. New regulations had come out, and they saw it as an opportunity. So, they took me too,” he reveals.
At Heritage, Japhet started as a finance and actuarial analyst. It was not a management role, but he helped drive the ERP implementation and learned the new system from the ground up. When others left, he took on more responsibilities. Over time, he moved into management, then leadership.
“For the first two years, I just kept the analyst title. Then people left and I started working directly with the CFO. That’s when things started to change. I was being trusted with more,” he says.
His defining project was IFRS 17. Many insurance companies hired consultants for the complex implementation, but Japhet led the Heritage project in-house. He managed the system changes, coordinated with ICT, and travelled regularly between South Africa and Kenya. The process consumed two years, but the results drew industry-wide recognition.
Glowing praise
Japhet’s CFO at the time recognised his potential early and ensured he was visible to the company’s leadership. He gained experience in governance and credibility among senior leaders. When she eventually stepped down, he acted in the role for six months before being confirmed as CFO in June 2024. He was 33.
“She left glowing recommendations. She made sure that the company knew she was leaving them with a capable person,” he says.
The transition to CFO came with new kinds of pressure. Day-to-day decisions multiplied, while the emotional demands of the job also increased. Japhet soon realised his style of leadership had to change.
“Now I have to achieve results through people. That excites me a lot. When I give feedback and see people perform and become motivated, that’s the best part. Very exciting,” he says.
Delegation was one of his first challenges. For a long time, he had been a technical expert. But he now had to step back and let others take the lead. He began pushing his managers into client meetings and internal presentations and stopped presenting the numbers himself. He also noticed that new hires, some of them just out of university, were arriving with CPAs and master’s degrees already completed. Feeling challenged, Japhet decided to complete his own Master’s and map out a long-term plan for additional certifications.
“I want young finance professionals to look at me the way I looked at my former boss, Thecla Magashi and others. To say, this person influenced me. To lead the profession and leave an impact,” he explains.
Shoulders of giants
As a young manager, Japhet was quick to judge performance without context. But as a CFO, he sees the full picture. He approaches conversations with openness and listens more.
“I used to have preconceived judgments when people didn’t deliver. But now I approach with a blank slate. I want to hear. I want to know,” he says.
In 2024, Japhet joined a team of five CFOs to advocate for tax reform in the insurance sector. They presented to a presidential committee, and several of their recommendations were included in the 2025 finance bill.
“We were standing on the shoulders of giants in that team. Very prominent CFOs. I had a little to add, but I mostly listened. Just being part of it was a big achievement,” he says.
On weekends, Japhet rarely stays home. He enjoys spending time with former colleagues from EY and business leaders from other industries.
“I like the company of people who inspire me. Entrepreneurs, senior peers, people from different walks of life. We talk about business, challenges, and management. It helps me learn and recharge,” he says.
