Proposed in collaboration with Singbac · Singapore
CFO Services
Senior financial expertise without the cost of a full-time CFO.
- Fractional
- Interim
- Virtual
- Project-Based
Executive summary
The numbers matter. What matters more is what you do with them.
As a business grows, the financial questions become harder. Knowing what the business made last month is only the starting point. Management needs to know where cash is going, which parts of the business are profitable, what can be invested, and whether the financial structure is ready for the next stage.
That is where an experienced CFO can help. The role is not simply to produce reports. It is to understand what is happening in the business, work out why it is happening, and help management decide what to do about it.
I work with founders, CEOs and management teams who need senior financial expertise but do not necessarily need a full-time CFO. The work can be ongoing, temporary or focused on a particular problem — depending on what the business actually needs.
Understand
Get a clear view of the financial position.
Diagnose
Find the issues behind the numbers.
Decide
Turn financial information into better decisions.
Prepare
Build the foundations for growth, investment or change.
When does a business need a CFO?
It is less about size than complexity.
There is no particular revenue or headcount at which a company suddenly needs a CFO. In practice, the need tends to appear when the financial decisions become more complicated than the existing finance function can comfortably handle.
The point is not the title. It is having the financial capability to deal with the decisions the business is facing.
Experience
20+ years across finance, transactions and transformation.
I am currently a Group Chief Financial Officer and Director, with more than 20 years of experience across financial leadership, business transformation, strategic planning, governance and operational performance.
My career has covered startups and founder-led businesses, SMEs, high-growth technology companies, professional services firms, renewable energy businesses and established organisations. The role has changed depending on the business: sometimes bringing discipline to the finance function, sometimes helping a founder make better commercial decisions, and sometimes leading through a transaction or a difficult period.
AP cycle reduced from 200+ days
DSO reduced from 200+ days
Reporting errors identified and corrected
Acquisitions overseen through due diligence
Selected experience
- Led a 12-week cross-border restructuring involving a Singapore holding company.
- Group finance and financial strategy.
- Commercial and operational finance.
- Treasury and working-capital management.
- Financial and management reporting.
- Governance and compliance.
- Mergers, acquisitions, due diligence and post-merger integration.
- Strategic planning and business transformation.
I also have direct experience with cross-border corporate structures and the financial, commercial and governance disciplines expected by international investors and boards.
What I do
Financial leadership that stays close to the business.
I don’t see CFO work as simply reviewing accounts and producing reports. I start by understanding how the business actually works — where the money comes from, where it goes, what drives performance and where management lacks visibility.
Financial visibility
Build a clear view of profitability, cash flow, working capital and the underlying financial position.
Planning & forecasting
Build budgets, forecasts and financial models that reflect how the business actually operates.
Risk & controls
Identify financial and operational risks and strengthen the controls and governance around them.
Commercial decision-making
Bring financial thinking into pricing, investment, growth and operational decisions.
Transactions
Support acquisitions, due diligence, valuation, negotiations, financing and post-merger integration.
Transformation
Strengthen the finance function, reporting, systems, processes and team capability.
The title may change depending on the situation. The objective doesn’t: understand what needs attention, create clarity, and help the business move forward.
Ways to engage
Bring in the level of support the business actually needs.
Some businesses need a CFO involved every month. Others need someone to step in for a defined period. Sometimes there is simply one important piece of work that needs experienced financial input.
Fractional CFO
Ongoing CFO leadership without a full-time appointment.
Best suited for
Growing and scaling businesses; founder-led companies; investment preparation; senior oversight above an existing finance team.
Interim CFO
Senior financial leadership for a defined period.
Best suited for
CFO vacancies; restructuring or turnaround; M&A; fundraising; significant transformation.
Virtual CFO
Ongoing financial leadership delivered primarily remotely.
Best suited for
Distributed teams; regular management review; cash-flow oversight; budgeting and forecasting; board or investor reporting.
Financial Controller
Discipline, structure and control in the finance function.
Best suited for
Reporting and controls; month-end; cash-flow visibility; working capital; compliance and governance.
Project-Based CFO
Senior financial expertise for a specific business challenge.
Best suited for
Fundraising preparation; financial models; projections; due diligence; restructuring; finance transformation; acquisition or sale preparation.
How it works
Start with the business, not a predefined package.
The first conversation is about understanding what is happening in the business. From there, the scope can be shaped around the priorities, rather than forcing the business into a fixed service.
One business. Different needs. Flexible support.
- 01
Understand the business
We start with a conversation about the business, its current position, challenges and objectives.
- 02
Identify the right level of support
We determine whether the business needs ongoing CFO support, an interim role, financial control or a specific project.
- 03
Agree the scope
We define responsibilities, objectives, expected outcomes, working arrangements and reporting requirements.
- 04
Get to work
The engagement is practical and hands-on, working alongside the founder, CEO, management team and existing finance function.
- 05
Review and evolve
The arrangement is reviewed as the business grows, a project is completed or priorities change.
Next steps
Let's start with a conversation.
Singbac clients can begin with a confidential, no-obligation conversation. There is no need to arrive with a fully defined brief. We can look at where the business is today, what is getting in the way, and whether bringing in senior financial support would actually make a difference.
Priyanwada Chandraratne
Group Chief Financial Officer & Director
20+ years of international finance leadership
