Leaders

Investment management is changing. Investors now want more than sophisticated strategy and disciplined capital allocation; they want a point of view on risk, on markets, and on what creates value over decades rather than quarters.The industry is changing in another way too, as more women reach senior leadership roles and, in doing so, quietly redraw what authority in finance is supposed to look like.

Mehak Dua is among them. Head of Asia for Business Development and Investor Relations at Farallon Capital Management, she has built a career across investment banking and senior roles at global investment managers across London, New York and Singapore. She is a Rhodes Scholar educated at Oxford University and Harvard University who has lived in Singapore for the last decade. Her leadership philosophy rests on two principles: the quality of the work, and the integrity with which it is delivered.

Mehak Dua’s view of leadership is grounded in action rather than rank. Leadership is not a designation handed out at a certain seniority. As responsibilities grow, your leadership style morphs. Mehak has learned deliberately from leaders she admired.

The trait she has seen across them is that good leadership is not about you but rather serving and elevating people around you. The willingness to keep adjusting has shaped her path and still shapes how she leads today, as does a determination to hold the door open for the women coming through behind her. Let's hear from her.

From investment banking to institutional business development and regional leadership, how has each transition shaped your understanding of markets, clients and business building?

Across every role, I have found that the fundamentals remain consistent. You need to understand the detail, maintain high standards and anticipate questions. When working with clients, that also means understanding their perspective, concerns and prior experiences.

My career across London, New York and Singapore has shown me how interconnected financial markets are, even when different regions respond at different speeds or have varying risk tolerances. As responsibilities increased, I learned that business building requires adapting your approach to the cultural norms and understanding local market dynamics.

How do you build strategic relationships and identify sustainable business opportunities across Asia's diverse investment landscape?

Let me start by rejecting the premise that Asia is one market. For example, Singapore, Hong Kong, Japan, Korea and Southeast Asia differ in how decisions get made, who makes them, how long they take and what counts as a good reason.

That said, what holds true across the board is knowing both the institution and the people within it making the decisions. After my years working in London and the US, it also took the passage of time for me to appreciate that relationship and business building in Asia rewards patience and consistency across market cycles more than most places do.

You serve as an advisor or a sounding board 'through the cycle'. Getting 'mind share' in difficult market environments often implies you have established yourself/your firm as a trusted partner. The rest in terms of business and its durability naturally follow.

What leadership practices help you build trust, collaborate across cultures and empower teams across Asia?

I believe relationships need continuous investment. Some of my most notable professional 'wins', have come through clients I have previously served or former colleagues or classmates. Being culturally open, unbiased and aware of sensitivities is increasingly important because professional networks are global.

To me, empowerment is earned through trust. You earn it by demonstrating strong values, sound ethics and consistent judgment. I have learnt that sometimes that means prioritizing long-term organisational alignment over a seemingly attractive short-term opportunity.

Sustainable leadership is about saying 'no' at times and making decisions that strengthen the organization over time. It is about constantly seeking and investing in a team that is aligned ethically.

How have you adapted your leadership approach when entering new organisations, markets or responsibilities, and what have these transitions taught you?

I try to approach every new situation with humility, curiosity and a willingness to learn. I believe attitude often matters more than aptitude because most skills can be taught. Markets and organisations change quickly, so adaptability is essential throughout a career.

I also believe authenticity matters; experienced leaders can recognise whether someone is genuinely committed or simply seeking quick recognition. Understanding and aligning with an organisation’s values is therefore critical. Mentorship has also shaped me significantly. I have actively sought mentors throughout my career, learned from their experiences and tried to pay that learning forward by supporting people around me, formally or informally.

What is your vision for the evolution of investment management in Asia and for the next phase of your leadership journey?

I believe diversification beyond the US and Europe will continue and private markets will evolve beyond private equity and direct lending. Institutional allocators in Asia will demand tailored investment solutions to better meet their risk and return objectives.

In terms of my leadership journey, I would like to devote more time on the mentoring front and continue to guide and advise women and students in Singapore and beyond who are considering a career in investment management in Asia. While at Oxford in 2004, I co-authored a paper published in the Oxford Review of Education on access to higher education.

Fast forward, twenty years later, I believe many woman have the appropriate educational and vocational qualifications. The goal now is to seek out and groom the next generation of leaders who can show empathy, have strong relationship-building skills, and a deep level of self-awareness.

Mehak Dua, Head Of Asia for Business Development and Investor Relations, Farallon Capital Management

Mehak Dua is Head of Asia for Business Development and Investor Relations at Farallon Capital Management, Singapore. With over two decades of global experience, her career spans across investment banking at firms like Goldman Sachs in New York and investment management. A Rhodes Scholar, she studied at Oxford University and holds an M.B.A. from the Harvard Business School.