With over 16 years at the helm of Nobel Trust, Nayia Morphi stands out not only for her technical mastery in tax, strategy and corporate advisory, but for her ability to lead with energy, empathy and a bold vision. In this conversation, she reflects on the defining choices, values, and challenges that shaped her path as one of Cyprus’s most respected professionals in international advisory services.

What first drew you to the field of tax and corporate advisory – and what helped shape your strong sense of leadership?

As a teenager, I was torn between becoming a doctor or a lawyer – I was good at sciences but also loved language, writing and history. As I grew up in a family of accountants, I was constantly nudged towards that direction. Eventually, I studied accounting with law in the UK and pivoted to focus on law-related subjects, which I absolutely adored!
Tax ended up being the perfect blend of both worlds – it’s technical and structured, but also creative and strategic enabling you to deliver solutions to complex problems and develop a business acumen within the context of law and business ethics. It also allows you to tell a story using numbers and legislation. Corporate services came later, almost by chance, through an opportunity to lead the Cyprus branch of an international firm. Leadership, for me, wasn’t something I chased – it came naturally. I’ve always had the drive to build something meaningful that I could grow with a vision, and 16 years ago that led to the foundation of Nobel Trust.

What, in your view, sets truly exceptional leadership apart – especially in a trust-based sector like yours?

I believe that certain qualities like passion, curiosity, empathy and critical thinking are essential. I’m known for my energy – they say it’s contagious, and it helps keep teams motivated in a field that isn’t exactly thrilling day-to-day. I also value open-mindedness and pushing people beyond their comfort zones. I want younger professionals to think beyond templates, to challenge norms. Empathy, too, is vital. You can’t lead people effectively unless you understand them – and care and be there to coach and guide them. Coaching and guiding people is a role I embrace. Critical thinking, on the other hand, is an essential tool in leadership - you need to use daily if you are to manage risk and take effective and forward-thinking decisions leading your organization to sustainability.

Our industry is fundamentally a people’s business. We’re not selling structures; we’re building trust around ourselves as professionals, always keeping the client at the center of attention.

Have you ever had to act outside the norm – to challenge the usual approach and improvise? What happened, and what did it teach you?

Absolutely, many times! A recent case that I vividly remember was when a major client faced a significant tax liability that would have derailed their expansion plans. The standard advice was to accept it and move forward – everyone said that was the only realistic option. But I couldn't shake the feeling we were missing something. I dove into their business structure, tax circulars and international cases and presented our case with thorough documentation. The result? Seven-figure savings that kept their growth strategy on track.

That experience taught me that “industry standard” often means “what everyone else settles for”. When you truly understand the details and spot opportunities others miss, persistence and preparation pay off. The difference between good results and exceptional ones often comes down to who's willing to dig deeper when everyone else stops looking.

Essentially the real value often lies in that uncomfortable space where you need to take a stance, trust your judgement, and navigate complexity creatively. All the “out of the norm” experiences reinforced my belief that courage in business isn’t about being reckless – it’s about being well-informed, principled, and willing to challenge inertia.

Clients remember the people who fight for them – not those who follow the manual!

After many years of living and working in Cyprus, what inspired your decision to expand into Greece?

I am a visionary always after bigger businesses and greater ideas. If you don’t grow you get left behind, and this principle applies to almost everything. Growth has always been part of my vision for Nobel Trust. Greece felt like a natural extension – a complex, demanding jurisdiction with real potential. Setting up our office there was a personal and professional challenge and a well-thought strategic move. It required convincing my partners and team, but now, two and a half years in, I know it was the right step. Greece, being a bigger country, opens up a series of new opportunities if you are willing to see them and have the patience and skill to invest in them.

If you could offer one piece of advice to a young professional just entering this highly regulated and complex industry, what would it be?

Work hard and have passion for what you do. It may sound simple, but there’s no substitute for it. You have to put in the hours, invest yourself, and make your work part of your life journey. This way you will continuously develop, learn from different experiences and apply the lessons learnt and the acquired critical thinking to both life and work. I’m very pro-technology – I’m fascinated by AI, for instance – but no tool can replace the drive and dedication you bring as a human being. If your job feels like a burden, you’re probably in the wrong place.

Is there a personal philosophy, core belief or guiding principle that helps you stay focused and grounded – and where do you see yourself evolving over the coming years?

Curiosity has been the engine behind everything I’ve done. It drives me to learn, grow, and keep questioning. Looking ahead, I see myself leading Nobel Trust into a more consultancy-driven model, with a strong focus on technology and innovation and presence in different jurisdictions. I’d love to see Cyprus truly embrace its potential as a tech hub. For me, this journey is far from over – it’s just entering its next chapter.

Interview by Kateryna Bila

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