Whealer Heyns, Financial Manager
Financial Manager
Current Experience:
Factory Controller / Financial Manager: Confectionery at Nestlé Full-time Feb 2024 - Present · (2 yrs 2 mos)
Past Experience:
Factory Controller / Financial Manager: Nutrition at Nestlé Nov 2021 - Jan 2024 · (2 yrs 3 mos)
Management Accountant: Supply Chain at Distell Full-time Feb 2021 - Oct 2021 · (9 mos)
CA Training in Commerce and Industry (Formally SAICA TOPP) at Distell Jan 2019 - Jan 2021 · (2 yrs 1 mo)
Financial Accountant: Record to Report (secondment) at Distell Jun 2020 - Oct 2020 · (5 mos)
Financial Accountant: Supply Chain at Distell Jan 2017 - Jan 2019 · (2 yrs 1 mo)
Financial Accountant: Corporate Reporting at Tiger Brands Jan 2015 - Dec 2016 · (2 yrs)
Assistant Accountant at Tiger Brands Feb 2013 - Dec 2014 · (1 yr 11 mos)
Credit Controller I at Pioneer Foods Aug 2011 - Jan 2013 · (1 yr 6 mos)
Education:
National Diploma Financial Management
BCompt Accounting Science
Postgraduate Diploma in Accounting Science
Certificate in Theory of Accountancy
Bachelor of Science - BS, Computer Science
Country of Residence:
South Africa
LinkedIn Profile:
He took a 66% salary cut at 33. Not because he had to. Because he refused to settle.
This week’s Accounting Weekly profile isn’t about comfort. It’s about conviction.
Whealer Heyns, Plant Finance & Control Manager at Nestlé’s East London factory, made a decision most professionals only talk about, he bet on himself. He walked away from security to pursue SAICA articles, backed by nothing but undeniable persistence and a wife who believed in the bigger picture.
From factory floors to final board passes, from relocation challenges to global finance training in Ghana — his journey is proof that resilience isn’t theory. It’s lived.
What time do you usually wake up on weekends?
07:00 AM
Are you an early bird or a night owl?
Night Owl
How do you spend the first hour of your day?
On weekends, I start the day by making a really good cup of coffee, then head out for a walk along the beach with my wife and kids.
What sparked your interest in accounting and finance?
My interest in finance started with a genuine curiosity about how businesses function and handle their resources. In high school, I chose Accounting as a subject and was drawn to the clear logic and structured thinking behind financial concepts. That early interest quickly grew into a real passion, and it naturally led me to pursue the field further.
Can you share some key career milestones or defining moments?
One of the most defining moments in my career came in late 2018 when, at 33, I made the decision to resign from my role as a Management Accountant to pursue SAICA articles and work toward qualifying as a Chartered Accountant. It meant taking a 66% pay cut, which was financially tough, but it reflected how serious I was about reaching that goal. It was not an easy transition, but my wife’s steady support and belief in me made all the difference and helped me push through the more difficult periods.
What is your role within your company’s finance department?
I serve as the Factory Controller at Nestlé and am part of the Senior Leadership Team at the East London factory. In this role, I lead the finance and internal control functions, making sure we maintain strong financial oversight that supports sustainable growth and operational performance.
How do you contribute to the overall financial strategy of the business?
I contribute by making sure our manufacturing processes and products remain cost competitive, so the business can perform well in the market. This is especially important when we are dealing with volatility in raw material prices, as strong cost management helps protect margins and maintain stability.
What is one of the biggest challenges you’ve faced in your role? How did you overcome it?
One of the biggest challenges I’ve faced was relocating with my wife and children from Paarl, where I had lived my entire life, to Harrismith about three years ago. Professionally, it was an exciting step forward. It gave me the opportunity to work for Nestlé, widely regarded as the world’s leading food and beverage company, and to see operational excellence up close.
On a personal level, though, the adjustment was not easy. We had to navigate finding suitable schools, settling into a different community culture, and managing practical challenges such as water supply issues. Over time, we focused on building a new routine and support system. We connected with colleagues outside of work, took up tennis, and made the most of the incredible hiking trails in the Eastern Free State. Those small but intentional steps helped us settle in and make the experience a positive one.
What tools or strategies do you use to manage the financial operations of the company effectively?
Last year, I attended finance training in Ghana, where I had an insightful conversation with a colleague about managing the P&L in a high-inflation environment. He explained how he uses multiple P&L scenarios for planning purposes, which gave me a practical way to think about risk and opportunity. Applying this approach allows me to model different outcomes and make more informed decisions about the best financial path forward.
I also rely on internal benchmarking across our factories globally to measure performance, identify best practices, and drive continuous improvement. On top of that, setting clear financial priorities for the year and holding teams accountable for delivering on them plays a key role in maintaining strong financial discipline and achieving results.
Share your strategies for staying balanced, especially during busy periods
To stay grounded during demanding periods, I’m intentional about stepping away from work and making time to reset. We’re based in East London, so I take full advantage of the coastline and often go for long beach walks to clear my head.
Our children are actively involved in sports, which means many weekends are spent on the sidelines supporting them. That combination of fresh air, family time, and occasional travel when the budget allows helps me recharge and maintain perspective, even when work gets intense.
Do you mentor or support other team members in the finance department? How do you help develop the skills of others?
I care deeply about developing talent and helping shape the next generation of finance leaders. Over the years, I’ve had the opportunity to mentor interns and graduates, and it’s been rewarding to see many of them grow and go on to achieve great things within the business.
Mentorship has played an important role in my own journey, so I understand the value of having someone who offers guidance and perspective. I try to do the same by sharing my experiences, providing honest and constructive feedback, and creating space for learning and growth so others can reach their full potential.
What advice would you give to someone aspiring to work in a finance department?
For anyone aiming to build a career in finance, my advice is to first master the fundamentals. Understanding and managing risk is non negotiable because, at its core, running a business is about making informed decisions around risk and reward. You need to be comfortable diving into the detail, but also able to step back and see the broader picture. The ability to analyse data thoroughly and then distill complex information into clear, concise insights is critical.
As you move into more senior roles, technical expertise alone is not enough. Soft skills become increasingly important. Managing stakeholders effectively and being able to tell a clear financial story can make the difference between simply presenting numbers and truly influencing decisions.
“My favourite mantra is ‘undeniable persistence.’ It reminds me that success often comes not from talent alone but from the determination to keep pushing forward, no matter the obstacles.”
Share a leadership lesson or a piece of advice that’s been valuable to you in your career.
One of the most important leadership lessons I’ve learned is the value of leading by example. The behaviours and standards I expect from my team are the same ones I strive to demonstrate myself. That means taking responsibility when things go wrong, staying resilient during challenges, and keeping a positive and constructive attitude.
When leaders act consistently with the values they promote, it builds trust and encourages a culture where accountability and professionalism can thrive.
What’s something surprising about you that isn’t in your professional bio? A hobby, interest, or fun fact?
I’m a big supporter of the Stormers.
If you could have any superpower to help you in your job, what would it be? Predicting financial trends? Master multitasking?
It would be the ability to see into the future. Knowing what lies ahead would make forecasting and decision making so much more effective and take a lot of the uncertainty out of planning.
What’s your go-to strategy for staying productive during long workdays?
My main strategy for staying productive during long workdays is spending time on the shop floor at Nestlé. Being around the team, seeing their dedication, and feeling the energy in the factory helps me stay motivated and connected to the purpose behind our work.
If you could relive one day from your career, which day would it be and why? What made that day special?
The day I received my final SAICA board pass. It was a culmination of years of hard work and sacrifice, and that moment made all the challenges worthwhile.
There’s something powerful about visiting the factory floor to stay grounded. Whealer does it to remind himself why the numbers matter. Because behind every P&L is a family. Behind every cost decision is a job. Behind every forecast is a future.
That’s what real finance leadership looks like — not spreadsheets alone, but stewardship.
And if there’s one lesson his story reinforces, it’s this:
Persistence beats comfort. Leadership starts with example. And sometimes growth requires sacrifice before it pays off.
If you’re building your credibility, fighting for professional recognition, or pushing through your own 66% moment, don’t stop.
Join CIBA and we’ll show you how to turn your persistence into professional power.
Profile sponsored by the Chartered Institute for Business Accountants
Not yet a professional designated accountant?
CIBA is the professional body for all accountants.
We offer designations for each stage of your finance career:
➥ Bookkeeper
➥ Financial Administrator
➥ Financial Accountant
➥ Financial Manager
➥ Chief Financial Officer
➥ Accountant-In-Practice
Become a CIBA Member
Your first step towards a professional designation
