Piya Saliba

Piya Saliba is the CEO of Fountain Capital, where she leads strategy, communication, decision-making and long-term partnerships. She describes leadership as less about having every answer and more about asking the right questions, and much of her work centers on building an environment where people can do their best work and stay aligned around a shared purpose.

Her perspective was shaped early. Piya grew up between Indonesia and Singapore, around her family’s furniture importing business, which taught her the value of planning and execution. Alongside business, she pursued singing, acting and performing, experiences she credits with teaching her how to communicate with people. She went on to study at the University of Southern California and built experience in investment and strategy, including work with NMS Capital, before stepping into the CEO role at Fountain Capital.

Outside the office, Piya dedicates considerable time to philanthropy through the Nalin and Naseeb Foundation, the Cedars-Sinai NICU Family Council and community volunteer efforts. That work, she says, constantly reminds her that every decision ultimately affects people, and it has reinforced her belief that steady, calm leadership matters most during uncertain moments.

Piya’s leadership philosophy rests on consistency. Rather than trying to stand out by moving faster or talking louder, she focuses on earning trust through reliability, preparation and follow-through, and on building relationships long before they are needed. In the interview below, she explains why the opportunities you decline can matter as much as the ones you accept, and why she believes empathy and leadership belong together.

Professional Journey / Timeline

• Early years in Indonesia and Singapore → Grew up between the two countries, gaining early exposure to different cultures and learning to stay adaptable rather than attached to one way of thinking.
• Family furniture importing business → Grew up around her family’s import business, where she learned the importance of planning and execution.
• Creative arts → Pursued singing, acting and performing, building the communication skills she still draws on as a leader.
• University of Southern California → Studied at USC before building her career in business.
• Investment and strategy → Gained experience in investment and strategy roles, including work with NMS Capital.
• CEO, Fountain Capital → Leads the organization’s direction, strategy and long-term partnerships, with a focus on quality, accountability and clear communication.
• Today → Balances her work at Fountain Capital with philanthropy through the Nalin and Naseeb Foundation and the Cedars-Sinai NICU Family Council.

Key Achievements & Contributions

• Leads Fountain Capital as CEO: Sets strategy and direction while building an environment where people can do their best work.
• Relationship-first leadership: Built her approach on consistency, reliability and follow-through, treating long-term trust as more valuable than quick wins.
• Philanthropy for families and children: Dedicates considerable time to the Nalin and Naseeb Foundation and its work supporting families and children.
• Cedars-Sinai NICU Family Council: Supports families with newborns in intensive care, bringing stability to people during uncertain moments.
• Community volunteer work: Stays active in community volunteer efforts alongside her professional responsibilities.

Fun facts / Beyond the boardroom

• Grew up between Indonesia and Singapore.
• Has a background in singing, acting and performing.
• Grew up around her family’s furniture importing business.
• Believes teams often reflect the emotional tone of their leaders.

Piya Saliba on Leadership, in Her Own Words

Can you introduce Fountain Capital and describe your role as CEO?

I serve as CEO of Fountain Capital. My role is to provide direction, build strong relationships, and make sure our work reflects our long-term values. I spend a significant amount of time on strategy, communication, and decision-making. I also focus on creating an environment where people can do their best work.

Leadership, to me, is less about having every answer and more about asking the right questions. I believe my job is to help people move ideas forward while keeping everyone aligned around a shared purpose.

How does Fountain Capital approach its operating model?

The exact operational structure is not something we publicly discuss in detail. What I can say is that I believe in using the right resources for the right work. Whether expertise comes from inside the organization or through trusted external relationships, the goal is always the same: maintain quality, accountability, and clear communication.

I don’t believe in adding unnecessary complexity. Everyone involved should understand their role, their responsibilities, and what success looks like before work begins.

What sets your leadership approach apart in a competitive environment?

I think consistency is underestimated.

Many people try to stand out by moving faster or talking louder. I focus on building trust over time. Relationships are earned through reliability, preparation, and follow-through.

My background in both business and the creative arts has also shaped how I solve problems. Singing, acting, and performing taught me how to communicate with people, while growing up around my family’s furniture importing business showed me the importance of planning and execution. Those experiences continue to influence how I lead today.

Who do you primarily work with, and how has that focus developed over time?

My work has evolved alongside my experience. Today, much of my focus is on leadership, organizational growth, long-term partnerships, and initiatives that create lasting value.

Outside of my professional responsibilities, I dedicate considerable time to philanthropy through the Nalin and Naseeb Foundation, the Cedars-Sinai NICU Family Council, and community volunteer efforts. Those experiences have broadened my perspective on leadership because they constantly remind me that every decision ultimately affects people.

What types of opportunities or collaborations are the best fit for your work?

I’m most interested in opportunities that have a clear purpose and realistic expectations.

I enjoy working with people who value thoughtful planning, honest communication, and long-term thinking. Quick wins rarely create lasting success. Sustainable progress usually comes from strong relationships and disciplined execution.

How do you stay ahead when industries change so quickly?

I spend more time observing long-term patterns than reacting to daily headlines.

I learn through conversations with people from different backgrounds, industries, and life experiences. I also make time to read, listen, and remain curious.

Growing up between Indonesia and Singapore exposed me to different cultures early in life. That experience taught me to stay adaptable rather than becoming attached to one way of thinking.

How important are long-term relationships in your work?

They’re essential.

Trust compounds over time. I don’t view relationships as transactions. I try to be dependable whether someone needs help today or several years from now.

Many meaningful opportunities come from people who remember how you treated them long before they remember a specific project.

How do you evaluate success and maintain high standards?

Success isn’t measured by one outcome alone.

I look at preparation, communication, execution, and whether everyone involved felt respected throughout the process.

If people leave a collaboration feeling heard, supported, and confident in the work, that’s usually a good indicator that we’ve done things well.

How do you approach ongoing communication after work is completed?

I believe relationships continue after individual projects end.

Staying available, maintaining communication, and checking in periodically are important. Long-term trust is built by remaining consistent even after immediate work has finished.

How do you approach budgets, scope, and expectations?

Specific pricing structures aren’t something I discuss publicly.

What matters most is alignment. Before moving forward, everyone should understand expectations, responsibilities, and objectives. Clear conversations early on prevent unnecessary problems later.

Have you ever decided not to move forward with an opportunity?

Yes.

Sometimes a project isn’t the right fit because expectations, priorities, or values don’t align. Saying no isn’t always easy, but protecting quality and maintaining integrity are more important than accepting every opportunity.

I’ve learned that the opportunities you decline can be just as important as the ones you accept.

What challenges have shaped your leadership over the past several years?

One of the biggest challenges has been balancing growth with consistency.

There’s constant pressure to move faster, expand more quickly, or react immediately. I’ve learned that steady progress usually creates stronger long-term results.

My nonprofit work has reinforced that lesson. Supporting families through the Cedars-Sinai NICU Family Council reminds me that people need stability during uncertain moments. I try to bring that same steady approach into leadership.

How do you encourage innovation while staying practical?

Innovation starts with curiosity, but it succeeds through discipline.

Every idea should answer a simple question: does it genuinely improve something?

Once an idea has value, I focus on creating structure around it. Good communication, clear responsibilities, and accountability turn ideas into real outcomes.

How would you describe the culture you try to create?

I want people to feel respected, trusted, and comfortable sharing ideas.

The best environments aren’t built around hierarchy. They’re built around openness, accountability, and mutual respect.

I also think calm leadership matters. Teams often reflect the emotional tone of their leaders.

Where do you hope your work will be in the next five to ten years?

I want to continue building organizations and initiatives that create meaningful long-term impact.

That includes growing as a leader, strengthening community partnerships, expanding philanthropic work through the Nalin and Naseeb Foundation, and continuing to support families through organizations like the Cedars-Sinai NICU Family Council.

Success becomes more meaningful when it improves life for other people.

How has your leadership style changed throughout your career?

Earlier in my career, I focused heavily on proving myself.

Today, I spend more time listening than talking. I’ve learned that thoughtful questions often create better outcomes than quick answers.

I’ve also become more comfortable making decisions patiently instead of reacting to pressure.

What developments are you most excited about in the future?

I’m encouraged by the growing recognition that empathy and leadership belong together.

Organizations are beginning to understand that investing in people, families, and communities isn’t separate from long-term success. Those priorities strengthen one another.

I also believe creative thinking will become increasingly valuable as technology continues to change how people work and communicate.

What advice would you give to future leaders?

Protect your reputation by doing consistent work over a long period of time.

Don’t confuse visibility with impact. Listen carefully. Keep learning. Build relationships before you need them.

Most importantly, remember that leadership is about responsibility, not recognition. The strongest leaders create opportunities for other people to succeed. That’s the kind of impact that lasts.