Faisal Malik Co, Jalan SP1 Bandar Saujana Putra, Shah Alam (2026)

21/08/2026

FMC is delighted to share that our Managing Partner, Adjunct Professor Mohamad Faisal Abdul Malik, was invited as a guest speaker at Universiti Sains Islam Malaysia (USIM)

Hosted by Dato’ Mustafa Haneefah, a former member of the USIM Board, our Managing Partner delivered a talk titled "When Giants Fall: The Untold Stories Behind Corporate Collapses and Governance Failures” to MBA learners from Aoyama Business School, Japan.

The visiting delegation was led by the Dean and Head of Aoyama Business School, Professor Taka Hosoda, alongside governance expert Professor David Nichols.

Drawing upon his involvement in governance reviews and investigations, Mohamad Faisal shared real-world perspectives on why major corporations collapse and the lessons future business leaders must learn about governance, accountability, professional scepticism and the courage to question.

This engagement marked another meaningful milestone for our Managing Partner, more than 50 talks delivered across 13 higher-learning institutions, and his first engagement with USIM.

At FMC, we believe our professional responsibility extends beyond advisory engagements and the boardroom. It also includes contributing to talent development by connecting academic knowledge with actual corporate realities, particularly in accounting, finance, governance, risk and related disciplines.

Strong organisations begin with competent, ethical and courageous professionals. FMC remains committed to supporting the development of future leaders who possess not only technical capabilities, but also sound judgement, integrity and the confidence to speak up.

Our sincere appreciation to Dato’ Mustafa and USIM for hosting the session and for the warm hospitality. It was also a pleasure engaging with Professor Taka Hosoda, Professor David Nichols and the MBA learners from Aoyama Business School.

We look forward to more meaningful collaborations with USIM and other institutions of higher learning.

12/08/2026

12 Ogos 2026, Berita Perdana RTM

Reformasi undang-undang mesti menetapkan bahawa keselamatan modal dan kecairan pendeposit mengatasi sasaran p**angan atau tekanan mengekalkan kadar hibah.

Had pelaburan perlu mempunyai kekuatan undang-undang, meliputi pendedahan kepada satu syarikat, kump**an, sektor dan aset berisiko tinggi, bukan sekadar polisi dalaman yang boleh diketepikan melalui kelulusan khas.

Setiap pelaburan besar wajib melalui penilaian bebas, *due diligence* lengkap dan kelulusan berasaskan risiko. Sebarang pengecualian p**a mesti direkodkan, dilaporkan kepada pengawal selia dan disertai akauntabiliti individu yang meluluskannya. Kelulusan retrospektif tidak boleh digunakan untuk “memutihkan” pelanggaran yang telah berlaku.

Sebelum hibah diumumkan, perlu ada pengesahan bebas bahawa aset benar-benar melebihi liabiliti berdasarkan piawaian kewangan yang konsisten, termasuk pengiktirafan penuh kerugian dan penjejasan nilai.

Undang-undang tanpa akibat hanyalah nasihat. Jika had boleh dilanggar tanpa tindakan terhadap pihak yang mencadang, menyokong dan meluluskan pelaburan, keselamatan modal akan terus menjadi slogan, bukan keutamaan.

Terima Kasih, Mohamad Faisal

10/08/2026

PANDANGAN FMC MENGENAI INISIATIF GEAR-uP DISIARKAN DI RTM1

Pandangan Managing Partner FMC, Mohamad Faisal Abdul Malik, mengenai Program Pengaktifan dan Reformasi Perusahaan Berkaitan Kerajaan (GEAR-uP) telah disiarkan dalam Berita Perdana RTM1.

Malaysia mempunyai lebih RM2.2 trilion modal tersedia. Namun, cabaran sebenar bukan sekadar ketersediaan dana, tetapi bagaimana dana tersebut dapat diselaraskan dan disalurkan mengikut tahap pertumbuhan syarikat—daripada pembiayaan peringkat awal dan modal teroka, kepada ekuiti persendirian, penyenaraian awam serta pengembangan ke pasaran serantau.

Bagi syarikat pertengahan yang menyumbang hampir 40% kepada KDNK, pembiayaan sahaja tidak mencukupi. Mereka turut memerlukan pembangunan kapasiti yang merangkumi:

• pengukuhan tadbir urus dan kepimpinan;
• perancangan kewangan dan pengurusan risiko;
• peningkatan produktiviti dan pendigitalan; serta
• kesiapsiagaan untuk pelaburan, penyenaraian dan peluasan pasaran.

GLIC dan pelabur institusi p**a boleh memainkan peranan sebagai pemangkin pada setiap peringkat pembiayaan—bukan sahaja sebagai penyedia modal, tetapi juga sebagai rakan strategik yang membantu mengurangkan risiko pertumbuhan serta meningkatkan keyakinan pasaran.

Apabila ekosistem ini dihubungkan dengan baik, kesannya bukan sekadar melahirkan lebih banyak syarikat besar tempatan. Ia turut memperkukuh pelaburan domestik, mewujudkan pekerjaan berkualiti, membangunkan rantaian bekalan tempatan dan meningkatkan daya saing ekonomi negara.

Terima kasih RTM1 dan Puan Delaila Kadir atas peluang mendapatkan pandangan FMC berhubung agenda penting ini.

04/08/2026

Governance is not about finding fault. It is about strengthening institutions.

As accountants and governance professionals, our responsibility extends beyond preparing financial statements or ensuring regulatory compliance.

We are entrusted to ask difficult questions, challenge constructively and safeguard the integrity of institutions, always guided by evidence, professional judgement and the public interest.

Professional integrity sometimes requires us to express views that may not always be pop**ar. Yet, our duty remains the same, to uphold ethical principles, strengthen governance and contribute positively to the organisations and communities we serve.

Titles may change. Appointments may come and go. But our responsibility to act professionally, independently and with integrity should never change.

I hope this article contributes, in a small way, to the ongoing national conversation on strengthening governance, transparency and public trust.
Thank you, Utusan Malaysia, for providing the platform.

The full article is available in Utusan Malaysia and few other tabloids (3 August 2026). https://www.utusan.com.my/rencana/2026/08/di-mana-silap-tabung-haji/

03/08/2026

Earlier today, the FMC Learning & Development team visited UiTM’s Institute of Quality and Knowledge Advancement (InQKA) to explore a potential collaboration involving Stand-Alone Micro-Credentials (SAMC).

Headed by Director InQKA, Prof Dr Haslinda Yusoff, UiTM through InQKA, has been recognised by the Malaysian Qualifications Agency (MQA) as a Quality Verification Centre for SAMC.

Through this potential collaboration, selected programmes from the FMC Professional Develoment Executive Learning Series may be submitted for quality verification and, subject to successful assessment, registered in the MQA Micro-credentials Register.

This is a meaningful step towards connecting practical industry experience with quality-assured and formally recognised learning.

Let’s support and explore this opportunity together with UiTM InQKA!

This is simply a well-deserved shout-out to a good initiative that brings real industry knowledge into Malaysia’s formal learning ecosystem. Mahani Gani Faisal Malik

02/08/2026

Beyond Audit: Where the Big Four Are Growing

When people hear “Big Four”, they usually think of EY, Deloitte, PwC and KPMG, the world’s largest audit firms. Because of this, many assume that audit is their main source of income.

However, this is no longer the full picture. Consulting has become one of their largest businesses, covering areas such as management, finance, operations, ESG, risk and technology.

Technology consulting is growing especially fast. It includes cybersecurity, business systems, artificial intelligence, data analytics and technology risk. Large companies may develop their core systems internally, but they often need external consultants to help manage, improve and support these systems.

The same trend can be seen in Malaysia. After the pandemic, several telecommunications companies acquired local technology-consulting firms. Maxis acquired ICMS and Peering One, Celcom acquired Infront Consulting, while TIME dotCom acquired AVM Cloud.

However, buying a technology company does not automatically guarantee success. One of the biggest challenges is the difference in working culture.

Telecommunications companies traditionally focus on infrastructure, product sales and recurring revenue. Technology consulting, on the other hand, is mainly about people and specialised knowledge. Consultants must understand their clients’ problems, design suitable solutions and respond quickly when issues arise.

Technology professionals may also be more motivated by solving complex problems than by meeting monthly sales targets. Too many layers of approval can slow down decisions and make it more difficult to serve clients effectively.

The lesson is simple: companies can buy technology or acquire consulting firms, but building a successful technology-consulting business requires more than money. It needs the right people, culture, incentives and way of working.

This is also an important message for our young professionals. Do not limit yourself to a single skill, such as audit. Build a wider combination of skills in technology, data, risk, sustainability, communication and problem-solving.

Universities must also rethink their learning models. Education should prepare graduates not only for today’s traditional jobs, but also for how the profession and business world are rapidly changing. The future belongs to professionals who can connect accounting and finance with technology, strategy and real business problems.

Follow us for more Business Finance Insight.

01/08/2026

𝐖𝐡𝐲 𝐭𝐡𝐫𝐞𝐞 𝐝𝐚𝐲𝐬?

This is probably one of the questions we receive most often.

Because this is not another 𝐅𝐢𝐧𝐚𝐧𝐜𝐞 𝐟𝐨𝐫 𝐍𝐨𝐧-𝐅𝐢𝐧𝐚𝐧𝐜𝐞 course.

It is a business simulation workshop built around real business decisions, real corporate experiences and real governance challenges.

Over the past three days, we had the privilege of facilitating our Business Finance for Leaders™ programme with a State Government-linked corporation. Interestingly, among the 20 participants, only two were from the Finance Division. The rest were managers and executives from business development, strategic planning, operations, investment, governance and other business functions.

And that is exactly how it should be.

These are the people who evaluate investments, prepare board papers, assess strategic initiatives, support Investment Committees, manage subsidiaries and joint ventures, review governance frameworks and recommend decisions that shape the future of an organisation. They may not prepare financial statements, but they make decisions that eventually appear in them.

Throughout the programme, we deliberately moved beyond accounting.

Together we explored:
* Reading the story behind financial statements rather than simply understanding the numbers.
* Financial ratio analysis as a management tool, not a compliance exercise.
* Cost-Benefit Analysis (CBA) from financial, economic and strategic perspectives.
* Productivity analytics and value creation.
* Financial sustainability and early warning indicators.
* Executive dashboards and Management by Exception.
* Due diligence beyond accounting, including governance, operational capability, business models and strategic fit.
* Post-investment monitoring of subsidiaries, Special Purpose Vehicles (SPVs) and Joint Venture (JV) partners

because approving an investment is only the beginning. The real challenge lies in governance, ex*****on and continuous oversight.

The discussions were equally important.

We shared lessons drawn from actual advisory engagements involving SMEs, mid-tier companies, listed corporations, GLCs and government agencies, while respecting confidentiality.

Participants were exposed to perspectives that are rarely found in finance textbooks:
* Building a business mindset before analysing numbers.
* The philosophy of continuous improvement.
* Japanese approaches to customer value and long-term marketing.
* ESG as a business milestone rather than a compliance checklist.
* The importance of appreciation and organisational culture in sustaining long-term performance.
* Governance review methodologies.
* Lessons from real corporate governance cases.
* Different perspectives on investment evaluation, governance oversight and board decision-making.

𝑂𝑛𝑒 𝑜𝑓 𝑡ℎ𝑒 𝑚𝑜𝑠𝑡 𝑖𝑛𝑠𝑖𝑔ℎ𝑡𝑓𝑢𝑙 𝑓𝑒𝑒𝑑𝑏𝑎𝑐𝑘 𝑐𝑎𝑚𝑒 𝑓𝑟𝑜𝑚 𝑎 𝑝𝑎𝑟𝑡𝑖𝑐𝑖𝑝𝑎𝑛𝑡 𝑤ℎ𝑜 𝑠ℎ𝑎𝑟𝑒𝑑 𝑡ℎ𝑎𝑡 𝑡ℎ𝑒 𝑝𝑟𝑜𝑔𝑟𝑎𝑚𝑚𝑒 𝑠𝑢𝑐𝑐𝑒𝑠𝑠𝑓𝑢𝑙𝑙𝑦 𝑏𝑟𝑖𝑑𝑔𝑒𝑑 𝑓𝑖𝑛𝑎𝑛𝑐𝑖𝑎𝑙 𝑐𝑜𝑛𝑐𝑒𝑝𝑡𝑠 𝑤𝑖𝑡ℎ 𝑡ℎ𝑒 𝑝𝑟𝑎𝑐𝑡𝑖𝑐𝑎𝑙 𝑟𝑒𝑎𝑙𝑖𝑡𝑖𝑒𝑠 𝑜𝑓 𝑚𝑎𝑛𝑎𝑔𝑖𝑛𝑔 𝑎 𝑏𝑢𝑠𝑖𝑛𝑒𝑠𝑠.

For us, that was exactly the objective.

Finally, FMC is truly delighted to have played a small part in the broader journey of this State Inc. Over the past few years, we have had the opportunity to contribute in areas such as investment evaluation, governance reviews and the development of the Limits of Authority (LoA) framework.

It is encouraging to see the organisation continue its positive trajectory. Negeri Sembilan recorded a historic RM19.1 billion in approved investments during 2025 and moved to 6th place nationally for approved investment performance, a significant milestone for the state.

To the entire management team, thank you for your openness, participation and willingness to challenge ideas over these three days.

We wish you every success as you continue creating long-term value for the State and its stakeholders.

Finance is not about numbers. It is about making better business decisions.

21/07/2026

A glimpse of the past two days delivering Fundamentals of Governance and Auditing, a module under IBFIM’s Certified Professional Shariah Audit (CPSA) certification programme.

We explored both conventional corporate governance and Malaysia’s Shariah governance framework. Different structures, but one thing remains the same: the Board is ultimately accountable, supported by the Shariah Committee, senior management and the respective control functions.

Governance may sound serious, and it is... but the principle is quite simple: trust is important, but evidence is better.

10/07/2026

𝐁𝐞𝐲𝐨𝐧𝐝 𝐀𝐧𝐧𝐮𝐚𝐥 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠. 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐅𝐮𝐭𝐮𝐫𝐞-𝐑𝐞𝐚𝐝𝐲 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐬.

Every year, organisations gather for a Strategic Planning Retreat.

SWOT is updated.
KPIs are reviewed.
Targets are revised.
A beautifully designed strategic plan is produced.

Yet one question often remains unanswered...

Will this strategy still be relevant three, five, or even ten years from now?

The business landscape has fundamentally changed.

Artificial Intelligence is reshaping industries.
New business models emerge almost overnight.
Customer expectations evolve faster than organisations can adapt.
Regulations, geopolitics and economic uncertainties continue to redefine competitive advantage.

Today's strategic planning is no longer about producing another document.

It is about developing the capability to anticipate change before change happens.

At FMC (Boutique Advisory Firms), we help organisations move beyond traditional strategic planning through a future-focused approach that integrates strategic foresight, governance, financial sustainability, productivity and ex*****on.

Our Strategic Planning Framework helps organisations:
✔ Understand emerging trends, disruptions and future scenarios
✔ Align Board, Management and stakeholders around a common strategic direction
✔ Identify strategic risks and opportunities before competitors
✔ Build measurable strategies that translate into real organisational outcomes
✔ Develop resilient, sustainable and future-ready organisations

We work with:
• Government Ministries & Agencies
• Statutory Bodies
• Government-Linked Companies (GLCs)
• Public Listed Companies (PLCs)
• Universities & Higher Education Institutions
• Professional Bodies & Associations
• Private Corporations & Family Businesses

The question is no longer... "Do we have a strategic plan?"
The real question is... "Are we building an organisation that will still thrive in the next decade?"

FMC Executive Series, FutureReady Strategic Planning™
Beyond Planning. Building Future-Ready Organisations.

Because strategy is not about predicting the future.

It's about preparing your organisation to succeed in it.

📞 010-453 8819 | 017-267 304
📧 [email protected]

Part of our past programme --> https://faisalmalikco.com/integrating-financial-risk-management-into-strategic-planning-driving-sustainable-growth/

04/07/2026

"Service Above Self"

Today, I had the privilege of leading the ASIS Charity Fund 2026 programme as President of the Alumni (ASIS), a 70 years old school with rich tradition.

Alhamdulillah, together with our members, donors, volunteers, Sultan Ibrahim School (SIS), the PIBG, we successfully reached 50 beneficiaries from different backgrounds, including deserving students, single mothers, converts (mualaf) and persons with disabilities.

But this post is not about the amount we raised.

It is about how we chose to give.

As an organising committee, we made a conscious decision not to feature the faces of our beneficiaries on social media. Their dignity matters. Their children deserve to grow up without being remembered only as recipients of charity.

For us, compassion should never come at the expense of someone's self-respect.

I have always believed that leadership is not measured by how visible we make ourselves, but by how much dignity we preserve for others.

This initiative also reminded me that alumni associations can be much more than organising reunions. They can become a bridge between those who are able to give and those who quietly need support.

Service Above Self is not just our school motto. It is a responsibility we strive to live by.

Faisal

Faisal Malik Co

21/08/2026

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