Employee Spotlight: Ayesha Ajmal, CPA, CA

Ayesha Ajmal, CPA, CA, Director of Finance

Meet Ayesha Ajmal. As the Director of Finance for Kii Health, Ayesha leads the accounting and finance function of the organization, including reporting, budgeting, financial operations, and supporting strategic decision-making for the business. 

1. With November being Financial Literacy Month, why do you think financial wellness is such an important part of overall well-being?

Financial wellness is a key part of overall well-being because it really impacts stress levels and stability in every area of life. In healthcare, we see up close how financial pressures can take a toll not just on mental and emotional health, but physical health too. When people feel confident about their finances and secure about the future, they’re able to focus more on their families, their work, and their own health. Supporting financial wellness isn’t just a nice-to-have — it’s essential for helping people truly thrive, both at work and in their personal lives.

2. What would you say to other financial leaders who may see wellness programs as an expense rather than an investment?

I’d encourage financial leaders to think about wellness programs the same way they think about any long-term investment – through the lens of ROI. Financial stress can have a huge cost: lower productivity, higher turnover, more absenteeism, and even burnout. That cost is far greater than investing in a strong wellness program. When employees feel supported and secure, they’re more engaged, focused, and committed. The financial return might not show up in a single line item, but you see it in the overall health, stability, and performance of the organization. In other words, organizations do better when their people do better.

3. How do you see our holistic approach helping employers reduce costs related to absenteeism, disability claims, or turnover?

Our holistic approach really highlights the link between employee well-being and how an organization performs, and that connection has a real financial impact. By looking at physical, mental, and social health together, we can catch potential issues earlier and help employees stay healthy and productive. From a financial perspective, that translates into fewer unexpected absences, lower disability costs, and better retention.

4. Finance teams are often working under tight deadlines and high expectations. What practices or habits do you find most helpful in managing stress and maintaining balance during busy periods, and how do you support your team to do so as well?

Finance comes with tight deadlines, complex decisions, and a fast pace, so being intentional about how we work is really important. Personally, I rely on a few habits to stay grounded during busy periods: planning ahead, breaking big tasks into smaller steps, and setting clear “focus windows” where I avoid distractions. I’ve also learned that stepping away for a short reset—even just a quick walk or a few quiet minutes—often does more for clarity than pushing through fatigue.

For my team, I try to model those habits and create a culture where balance is expected, not just encouraged. That means setting realistic timelines (although sometimes this is a struggle!), communicating early, and being flexible with schedules. I also make space for honest conversations about capacity, so people feel comfortable speaking up before things get overwhelming.

When people feel supported and have room to manage their energy, the quality of our work improves, and I find that we’re much more resilient during high-pressure times, such as month-end, quarter-end, and budgeting season.

5. How is leading a finance team in a company that focuses on wellness different from other work you’ve done in the past?

Leading a finance team in a wellness-focused organization is different, but in the best way. In past roles, the focus was mostly on hitting financial targets, driving efficiencies, and managing risk. Those things are still important, of course, but here they’re balanced with a real commitment to supporting the health and well-being of the people behind the numbers.

What really stands out is how our mission aligns with how we operate day-to-day. Conversations about workload, stress, and balance aren’t an afterthought — they’re part of how we plan and execute. That creates a more human-centered culture, where financial discipline and employee wellness work together rather than compete.

6. How do you think workplace needs are evolving when it comes to health and wellness support?

I think workplace needs are evolving significantly. Several key shifts stand out to me:

• Mental health is now table stakes. More than ever, companies are recognizing that well-being isn’t just about physical health — mental and emotional wellness are core. Employers are investing in on-demand therapy, digital counseling platforms, and training managers to spot early signs of burnout.
• Financial wellness is a growing priority. Economic uncertainty and the financial stress many employees live with mean that wellness programs are no longer limited to physical fitness or mindfulness. They increasingly include debt counseling, budgeting tools, and financial planning resources.
• One-size-fits-all programs are being replaced by personalization. Wellness strategies are becoming far more tailored. Using data (from health assessments, wearables, etc.), organizations can offer support that aligns with individual needs, whether it’s nutrition, sleep, stress, or fitness.