Anil Sawrup, Chief Executive Officer of Monex Canada
With a remarkable career in financial services spanning over two decades, Mr. Sawrup is a growth-focused leader and accomplished industry executive with an impressive track record of driving effective change and realizing businesses’ full growth potential.
Prior to joining to Monex Canada, Mr. Sawrup held several senior positions at leading financial services firms, spearheading efforts to significantly grow regional presence in competitive markets. During his time at Cambridge Global Payments, he held positions as Senior Vice President, Managing Director, and later assumed responsibilities as Chief Commercial Officer, executing strategic initiatives that led to exponential growth and successfully positioning the organization as one of the fastest-growing companies in terms of P&L. Most recently, Mr. Sawrup served as Head of Sales (Americas) at Moneycorp, where he was instrumental in reshaping the company’s sales activities, optimizing market penetration strategies and fostering strong relationships across North America.
Company: Monex Canada
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Anil Sawrup: Thanks for having me! My name is Anil Sawrup, and I am the CEO of Monex Canada.
My career in financial services spans over 26 years, with a strong focus on global markets, risk management, and corporate strategy. Before joining Monex Canada, I held leadership positions at Cambridge Global Payments and Moneycorp Americas—experiences that shaped my understanding of the fast-moving world of currency markets and the importance of delivering value-driven solutions to clients.
I consider myself an action-oriented leader with a strong track record in financial operations, sales, and organizational improvements. Throughout my career, I’ve focused on implementing best practices that have enhanced efficiencies and improved the business’ overall performance. But beyond strategy and operations, I’m passionate about creating an inclusive and motivational environment and guiding my team through problem-solving, critical thinking, and decision-making processes.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Anil Sawrup: That’s a great question. One of the biggest challenges we’ve faced at Monex Canada has been navigating the ongoing uncertainty surrounding tariffs and trade tensions between Canada and the United States. As one of our largest trading partners, any policy changes—whether it’s discussions around tariffs, supply chain disruptions, or shifts in trade agreements—can have a profound impact on Canadian businesses that rely on cross-border transactions.
To stay ahead of this, we took a proactive approach by working closely with our clients to help them hedge against potential currency risks arising from trade disputes. Businesses that import or export goods between the two countries are highly exposed to FX volatility, so our role has been to provide them with risk management strategies that ensure they can remain competitive despite market fluctuations.
We also reinforced our market intelligence capabilities and are exploring new market opportunities with clients who are less impacted by tariffs. Our strategy focuses on facilitating business in key international markets such as China, India, Mexico, the UK, and Europe. By diversifying beyond tariff-sensitive regions, we’re able to support clients in navigating trade challenges while optimizing their foreign exchange and cross-border financial strategies.
How has a failure or apparent failure set you up for later success?
Anil Sawrup: One of the most valuable lessons I’ve learned in my career came from an early challenge in navigating a major client loss due to market conditions beyond our control. At the time, we had built a strong relationship with a company that relied heavily on our foreign exchange services. However, due to a sudden shift in their industry and unexpected regulatory changes, they were forced to restructure their operations and significantly reduce their FX activity with us.
Initially, it felt like a setback. But instead of seeing it as a failure, we used it as an opportunity to reassess how we diversified our client base and strengthened our value proposition. We invested in expanding our risk management offerings, improving client engagement, and identifying industries that would be more resilient to economic shifts.
That experience reinforced the importance of adaptability, long-term relationship-building, and not being overly reliant on any single market or client segment. It ultimately helped Monex Canada become a more agile organization, better prepared to support a broader range of businesses in uncertain economic conditions.
How do you build a resilient team? What qualities do you look for in your team members?
Anil Sawrup: Building a resilient team starts with fostering a culture of adaptability, collaboration, and continuous learning. In the financial services industry—particularly in foreign exchange—market conditions can shift in an instant. A truly resilient team isn’t just one that can withstand challenges; it’s one that can anticipate them, respond with agility, and find opportunities in uncertainty.
To cultivate this, I focus on three key elements:
Empowerment and Trust – I believe in giving my team the autonomy to make decisions while providing the right level of support and guidance. When people feel trusted, they take ownership of their work, which strengthens their confidence and problem-solving skills.
Open Communication – Transparency is critical, especially in a fast-moving industry. I encourage open discussions, knowledge-sharing, and a willingness to challenge ideas. This ensures that we’re constantly learning and improving together.
Embracing Change and Innovation – Resilience comes from being open to change rather than resisting it. I look for individuals who are adaptable, eager to learn, and proactive in finding solutions rather than dwelling on problems.
At Monex Canada, we operate in a high-stakes, fast-paced environment, so having a team that is both technically skilled and emotionally resilient allows us to navigate challenges effectively while delivering the best possible service to our clients.
How do you maintain your personal resilience during tough times?
Anil Sawrup: Over the years, I’ve learned that tough times are inevitable, but keeping a long-term view helps me stay focused on the bigger picture rather than get caught up in short-term setbacks. I also surround myself with a strong team—leadership isn’t about having all the answers but about working with talented individuals who bring different perspectives and strengths to the table. Above all, staying adaptable and open to learning allows me to see obstacles as opportunities for growth.
What strategies do you use to manage stress and maintain focus during a crisis?
Anil Sawrup: Managing stress and maintaining focus during a crisis requires discipline and effective leadership strategies. In my journey as a leader, I’ve developed a few key approaches that help me navigate high-pressure situations while keeping both myself and my team on track.
I focus on prioritization and structured decision-making. I also lean on trusted peers, mentors, and fellow executives for insights and perspective—sometimes an outside view can make all the difference. Effective communication and collaboration keep the team engaged and moving forward, while adaptability and learning from experience allow us to adjust quickly and turn challenges into opportunities. Ultimately, resilience in a crisis isn’t just about reacting but staying proactive and focused on solutions.
How do you communicate with your team during a crisis?
Anil Sawrup: Throughout my career, I’ve learned that when a crisis hits, the way we communicate will make all the difference. In high-stakes situations—whether it’s market volatility, regulatory changes, or economic uncertainty—my goal is to ensure my team has the right information, direction, and confidence to navigate the challenge effectively.
I focus on three key principles when communicating during a crisis:
Transparency and Honesty – I believe in providing a realistic assessment of the situation while maintaining a level of optimism. People appreciate honesty, and it’s important to acknowledge challenges without causing unnecessary panic.
Frequent and Open Dialogue – In uncertain times, silence can be more damaging than bad news. I ensure that we have regular touchpoints—whether through team meetings, one-on-one check-ins, or company-wide updates—so that everyone stays aligned. I also encourage my team to ask questions and voice concerns because open discussions foster problem-solving and collective resilience.
Providing Clarity and Actionable Steps – A crisis often brings ambiguity, so I focus on giving clear direction on what we can control. I ensure my team understands our immediate priorities, the steps we’re taking to mitigate risks, and their specific roles in executing our strategy.
For me, leadership in a crisis is about being visible, composed, and supportive. By maintaining open lines of communication and reinforcing a solutions-focused mindset, I help ensure that my team remains confident, engaged, and ready to tackle any challenge together.
What advice would you give to other CEOs on building resilience in their organizations?
Anil Sawrup: The first thing CEOs must do is invest in their people. A resilient organization is built on a foundation of trust, collaboration, and empowerment. Just as important, they must embed flexibility into their strategy. In fast-moving industries like foreign exchange, rigid plans can become obsolete overnight. CEOs who build systems and cultures that allow for rapid iteration and decision-making, supported by strong data and scenario planning, will navigate unpredictability. Lastly, they must make communication a cornerstone of their leadership. During uncertain times, people crave clarity. Regular, transparent communication—both internally and externally—helps align teams and maintain client confidence.
How do you prepare your business for potential future crises?
Anil Sawrup: In an industry as complex as foreign exchange and financial services, preparing for future crises isn’t just about reacting to challenges—it’s about building a proactive, resilient organization that can withstand volatility and adapt quickly.
Here at Monex Canada, we take a multi-layered approach to crisis preparedness:
Risk Management and Scenario Planning – We continuously analyze potential risks—whether geopolitical events, economic downturns, trade disputes, or regulatory changes—and develop contingency plans. By stress-testing different scenarios, we ensure that we’re ready to adapt to unexpected market conditions.
Diversification and Agility – One of the key lessons from past crises is the importance of not being overly reliant on any one market, sector, or client base. We focus on diversifying our services and expanding into different industries to mitigate risks associated with external disruptions.
Technology and Infrastructure Investment – Ensuring that we have robust, scalable technology allows us to maintain operations seamlessly, even in uncertain times. Whether it’s cybersecurity measures, advanced data analytics, or digital solutions, having the right infrastructure in place helps us remain agile and responsive.
Strong Team and Leadership – A business is only as strong as its people. We prioritize building a team that is not only technically skilled but also adaptable and solutions-focused. During times of crisis, having leaders and employees who can remain composed and proactive is invaluable.
Client-Centric Approach – Our clients also face uncertainty, so we work closely with them to provide tailored risk management solutions. By keeping their needs at the forefront, we build stronger partnerships that help both our business and our clients navigate challenges successfully.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Anil Sawrup: The most important lesson I’ve learned about leadership in times of crisis is that clarity, composure, and decisiveness matter more than ever. In challenging moments, people look to their leaders for direction and confidence, and how you respond can set the tone for the entire organization.
One key lesson is the importance of staying calm under pressure. Markets fluctuate, regulations shift, and external challenges arise—but reacting emotionally or making rushed decisions can create more uncertainty. A leader must be the steady hand that guides the team through the turbulence.
Another crucial lesson is the power of transparent and frequent communication. In times of crisis, people don’t just need answers—they need reassurance, a sense of direction, and an understanding of what’s within their control. Being open about the challenges while also focusing on solutions helps build trust and keeps the team engaged.
In the end, I’ve come to learn that crises often present an opportunity for innovation and growth. Some of the toughest situations have forced us to rethink our strategies, explore new opportunities, and strengthen our resilience. Instead of just focusing on survival, I encourage my team to look for ways to evolve and emerge stronger.
