Accelerating Innovation, Impact and Leadership in Automotive

Hiba Yazbeck , Head of Finance and Accounting, MAHLE

Hiba Yazbeck , Head of Finance and Accounting, MAHLE

Hiba Yazbeck leads finance and strategy for MAHLA in North America, leading growth, risk management and corporate success. A founder of sustainability initiative Shifting Gaia, she blends resilience with purpose-driven leadership. Passionate about bridging financial strategies, technology and impact, Hiba focuses on using finance as a catalyst for innovation, operational excellence and sustainable growth in the fast-moving automotive industry.

As head of finance and accounting for MAHLE in North America, I lead a dynamic, multicountry financial organization overseeing the US, Canada, and Mexico. My responsibilities span financial planning, analysis, reporting, statutory compliance and internal controls. But beyond traditional finance functions, my role centers on translating complex financial data into strategic insights that drive decision-making across our business units. I’m deeply involved in cross-functional transformation initiatives, from supporting digital finance tools to contributing to M&A evaluations and long-range planning. One of my key priorities is ensuring our finance function acts not just as a scorekeeper but as a forward-looking partner in innovation, operational excellence and value creation. We’re constantly optimizing processes and data flows to enhance visibility and agility across regions. In a rapidly evolving industry like automotive, finance must evolve too, becoming a proactive enabler of sustainable, resilient growth.

In today’s economy, intangible assets like innovation, brand equity, and employee engagement can significantly shape a company’s trajectory. Yet these assets often remain underrepresented in traditional reporting. My approach is to recognize and articulate the financial relevance of these drivers by working with operational teams to define measurable indicators, whether those are retention rates, time-to-market for new technology or customer loyalty benchmarks. Once these elements are tracked consistently, I translate them into financial forecasts and risk models, helping our leadership team understand how investments in intangible assets impact long-term profitability. For example, the value of a trusted brand can translate into pricing power or market share protection, while strong talent pipelines support continuity and innovation. Finance leaders must bridge the qualitative and quantitative, connecting dots across strategy, people and performance. Telling that story credibly is what gives our numbers meaning and our decisions direction.

“True impact comes from being bold, thoughtful and aligned with the purpose behind the business”

Bridging AI and Human Insight in Finance

Risk is inevitable in growth, but it must be intelligently embraced, not avoided. At MAHLE, we approach risk management as a strategic enabler and not merely a defensive mechanism. We embed risk thinking into our planning processes using scenario analysis, sensitivity modeling and cross-functional dialogues to anticipate uncertainty and identify upside opportunities. My role is to equip decision-makers with both guardrails and confidence to take informed bets, whether investing in next-gen technologies, expanding operations or entering new markets. We balance risk with readiness. It’s not about eliminating uncertainty; it’s about building optionality and resilience into our plans. Taking calculated risks often means challenging the status quo, but with the right financial controls, agility, and alignment, we can move decisively. In my view, finance should not only raise red flags but also highlight green lights.

Automation will redefine the finance function, freeing teams from transactional tasks and enabling more strategic focus. But while AI can process vast amounts of data, it lacks the human intuition, ethical judgment and contextual understanding needed to navigate complexity. The future CFO must bring what machines cannot: narrative intelligence, strategic foresight, emotional intelligence and cross-functional influence. In an era where financial signals must be interpreted within geopolitical, environmental and technological shifts, human leadership becomes more or less important. CFOs will be called on to synthesize insights, shape culture and steward change. They must balance data with wisdom, analytics with empathy. At MAHLE, we’re already investing in upskilling our teams, integrating digital tools and fostering a mindset of continuous learning. The finance leader of tomorrow will not be defined by their mastery of spreadsheets, but by their ability to lead through transformation.

Finance Leadership Beyond Traditional Roles

One piece of advice I would give to the next generation of finance leaders who want to move beyond spreadsheets and truly influence the future of business is to understand the business beyond the numbers. Finance is no longer confined to back-office functions. The next generation of finance leaders must become fluent in strategy, technology, customer needs and value creation. Get curious about your company’s value proposition, its pain points and its growth engines. Build relationships outside the finance team. Learn to communicate complex financial concepts in ways that resonate with different stakeholders. Influence begins when others see finance as a partner, not a gatekeeper. Also, don’t underestimate the power of storytelling. Numbers tell a story and your role is to bring clarity and vision to that narrative. Embrace continuous learning, stay agile and don’t be afraid to challenge legacy thinking. True impact comes from being bold, thoughtful and aligned with the purpose behind the business.

Finance is at an inflection point. As industries evolve, business models shift and global uncertainties increase, the finance function is uniquely positioned to provide stability and strategic agility. At MAHLE, we’re navigating an era of electrification, digital transformation and supply chain complexity. These shifts require financial leaders who are not only technically strong but also visionary, adaptable and purpose-driven. I see my role as helping the organization look around corners, measure what matters, and make decisions with both precision and perspective. Whether it’s designing future-ready processes, supporting innovation or enhancing cross-border collaboration, finance is the connective tissue. In today’s world, we must lead with courage and clarity, aligning profitability with progress and resilience with responsibility.