Cambodia & Health : from numbers to impact, a CFO's perspective on growth at Ucare pharmacy
- Partenaire Presse
- 16 hours ago
- 4 min read
Over the past five years, Ucare pharmacy's chief financial officer has become a cornerstone of the company's strategic engine—bringing structure, clarity, and forward momentum to one of cambodia's fastest-growing healthcare brands.
With a sharp eye for operational efficiency and a deep respect for purpose-driven leadership, Ty Mali has helped guide the group through rapid expansion, financial transformation, and digital modernization.
In this interview, she reflects on the systems behind the growth, the lessons learned along the way, and the mindset required to lead with both precision and purpose.
Mali, you joined Ucare pharmacy five years ago, what brought you to the company and how has your role evolved since then?
Over the past five years, my role has evolved from stabilizing and strengthening our financial systems and cash position to becoming more involved in forward-looking strategy—supporting expansion, driving operational efficiency, and ensuring that our growth remains sustainable.
as CFO, how do you balance financial discipline with the need to support innovation and expansion across 28 outlets?
For me, financial discipline is not about restricting innovation but enabling it responsibly. i focus on building frameworks that give teams clarity on cost, return, and risk, while still giving them room to experiment.
What financial systems or processes have you introduced to improve transparency, efficiency, or scalability within the group?
One of my first priorities was strengthening our reporting and controls. we introduced standardized financial modules across outlets, improved inventory tracking, and reduced workflow in keying accounting transactions into the system.
These changes have helped reduce manual errors, speed up month-end closing, and provide leadership with real-time visibility across the business—crucial for a growing retail organization.
Ucare pharmacy has expanded rapidly in recent years—how do you assess the financial viability of new locations or service lines?
We use a structured evaluation model called CAPEX analyst that looks at demographic data, sales potential, competitive rental fee, inventory and staff requirements, and projected payback periods.
Beyond the numbers, we also assess operational readiness: recruitment capacity, and whether the new location aligns with our long-term expansion visibility strategy. this disciplined approach ensures every expansion is both visibility strategic and financially sound.
How do you approach team development and cross-functional collaboration, especially in a healthcare business where precision and speed are critical?
By building a finance team that is not just technically strong but also deeply collaborative. we spend time understanding frontline challenges, working closely with operations, supply chain, business development, marketing, and IT.
In a healthcare setting, precision and speed matter. that means finance must be both a support partner and an internal team mechanism—ensuring decisions are data-driven without slowing down operations.
What have you learned personally from working in a fast-paced, mission-driven healthcare environment—and how has it shaped your perspective as a financial leader?
The biggest lesson has been the importance of moving, adapting, and/or responding quickly and effectively. healthcare is dynamic—regulations shift, demand fluctuates, and customer expectations evolve quickly.
Most importantly, it's reinforced that every financial action either enables or prevents the impact we can make. this understanding has shaped me into a leader who strives not only for operational excellence, but also for purpose-driven outcomes. it's a journey that has challenged me, grounded me, and reminded me why this work truly matters.
What role does financial data play in shaping strategic decisions at Ucare pharmacy—from pricing to expansion planning?
Financial data is at the center of our strategic planning—whether we're determining pricing, evaluating new services, building new projects/stores, or prioritizing capital investments.
We heavily rely on economic trends, outlet performance trends, and customer purchasing behaviors. these insights allow us to allocate resources effectively and stay ahead of market trends while ensuring profitability.
How do you approach risk management in a healthcare retail environment where compliance, inventory, and customer trust are critical?
Risk management starts with strong controls—especially around inventory, compliance, and cash flow. we have clear sops, regular counts, and spot checks.
Beyond operational risk, we also look at performance and regulatory risks from relevant ministries, gdt, and customs. we conduct sensitivity analyses and scenario planning to ensure the business is resilient; it continues to perform well, adapt, and not fall apart when things around it change unexpectedly.
What's one challenge you've faced since joining ucare pharmacy, and how did it shape your leadership approach?
One significant challenge has been managing financial transformation while key financial data systems were still not fully functioning. balancing day-to-day demands with long-term improvements required a shift in mindset—prioritizing the most urgent and impactful tasks without much disruption to operations, empowering the team, and maintaining transparent communication.
This experience strengthened my belief that sustainable change happens when people understand the "why" behind decisions and feel part of the solution.
Looking ahead, what financial priorities will guide Ucare pharmacy's next phase of growth?
our priorities will focus on strengthening profitability, optimizing inventory and supply chain efficiency, improving warehouse and logistics management, and conducting deeper margin analysis.
we have also invested in technologies that support scalability, including a new erp system that serves every department and enables faster, more accurate, data-driven decisions.