In the fast-paced world of fund administration, true leadership is often defined by precision, reliability, and the ability to navigate evolving regulatory landscapes. As Mauritius embraces digital transformation through initiatives like the Unified e-Licensing Platform, balancing cutting-edge technology with high-touch client relationships has become a strategic priority. In this interview, Houmairah Saumtally, Manager – Corporate & Fund Administration at ONS FinServ Ltd, discusses how she leads her team to maintain this delicate balance. From managing complex cross-border operations between Mauritius and Dubai to overcoming the national talent shortage through structured mentorship, Saumtally shares her insights on what it takes to drive back-office excellence in modern financial services. Excerpts:
Q1. With the introduction of the Unified e-Licensing Platform and AI-driven compliance tools in Mauritius this year, how are you leading your team to balance technological speed with the ‘human touch’ that high-net-worth clients expect?
Technology is transforming the financial services industry by improving efficiency, strengthening compliance, and reducing administrative burdens. However, while digital tools can accelerate processes, they cannot replace the trust and relationships that remain at the heart of client service.
My approach is to ensure that technology serves as an enabler rather than a substitute for human interaction. By leveraging automation and AI for routine administrative and compliance tasks, our teams can dedicate more time to understanding client needs, providing tailored solutions, and maintaining proactive communication.
High-net-worth clients expect both responsiveness and personalised service. Striking the right balance between innovation and relationship management allows us to deliver efficient solutions while preserving the level of attention and trust that clients value. At ONS Finserv, we view technology as a means of enhancing the client experience rather than replacing the human element that underpins long-term partnerships.
Q2. As ONS Finserv strengthens its presence in both Dubai and Mauritius, what are the primary leadership challenges in managing cross-border fund administration across two distinct regulatory environments?
Managing fund administration across multiple jurisdictions requires a careful balance between maintaining consistency and adapting to local regulatory requirements. Mauritius and Dubai each operate within distinct legal and regulatory frameworks, making it essential to ensure that processes remain robust, compliant, and aligned with best practices in both jurisdictions.
As I oversee and work closely with teams in both Mauritius and Dubai, one of the key leadership priorities is fostering effective communication, collaboration, and knowledge sharing across locations. While regulatory requirements may differ, clients expect the same level of service, professionalism, and responsiveness regardless of jurisdiction.
Creating strong governance structures, encouraging continuous learning, and promoting a culture of collaboration are all essential to ensuring that teams remain aligned and equipped to navigate an evolving regulatory landscape. Ultimately, successful cross-border fund administration depends on combining local expertise with a unified commitment to excellence and client service.
Q3. The 2025–2026 Budget highlighted a national shortage of skilled financial talent. As a leader, what is your strategy for fostering growth within your team to ensure ONS Finserv remains a competitive hub for fund expertise?
In today’s environment, talent development is not simply an HR initiative; it is a strategic business priority. As the demand for specialised fund administration expertise continues to grow, organisations must focus not only on attracting talent but also on developing and retaining it.
My approach centres on continuous learning, mentorship, and creating opportunities for professional growth. I believe in empowering team members through exposure to increasingly complex assignments, client interactions, and cross-functional collaboration, enabling them to broaden their expertise and build confidence.
Equally important is creating an environment where individuals feel supported, recognised, and able to see a clear path for career progression. By investing in our people and encouraging a culture of knowledge sharing and continuous improvement, ONS Finserv can continue to strengthen its talent pipeline and position itself as a leading centre of fund administration expertise in Mauritius and beyond.
Q4. In your role as Corporate and Fund Administration Manager, how do you define ‘leadership’ in a back-office context where precision and regulatory compliance are the ultimate measures of success?
In a back-office environment, leadership is often measured not by visibility, but by consistency, reliability, and trust. While precision and regulatory compliance remain fundamental, leadership is about creating the conditions that enable teams to consistently deliver excellence.
This begins with fostering a culture of accountability, professionalism, and attention to detail. Every process, review, and deliverable plays a critical role in protecting client interests, supporting regulatory obligations, and maintaining the organisation’s reputation.
Leadership also involves anticipating change, strengthening processes, and empowering teams to navigate increasingly complex regulatory and operational environments. By providing clear direction, encouraging continuous improvement, and investing in people, leaders can build resilient teams capable of delivering high-quality outcomes consistently.
At ONS Finserv, leadership is about combining technical excellence with a people-focused approach to ensure we continue to deliver trusted, compliant, and value-driven solutions for our clients while supporting the sustainable growth of the business.
