Tell us about yourself and your background
I’m a Chartered Accountant by training, and a business builder and operator by experience. I enjoy bringing structure to complexity, spotting patterns in messy data, and using that insight to help businesses grow to their full potential.
I’ve been involved in building companies from early stages through to scale. Some of my most formative years were spent inside fast-growing businesses where ambiguity was constant and the cost of getting decisions wrong was real, in cash, credibility, and momentum. I built and ran finance, procurement, and legal functions across multiple markets as Group CFO at Daraz, Alibaba’s South Asian e-commerce platform.
Being part of a startup journey from idea to market leadership, and ultimately a successful exit, shaped how I think about values, scaling, and decision-making under pressure. Many of the lessons from that experience are embedded in how Finascale supports ambitious companies today.
Working inside large organisations teaches you where things tend to break at scale. Working in fast-moving startups teaches you how to keep building while the business is still in motion and systems are evolving.
That combination, along with my experience working across geographies from Canada to Singapore, has shaped how I think about finance, people, and business. To me, finance is the operating system of a company. When it works well, decisions get easier and businesses move faster. When it doesn’t, even strong companies struggle to execute.
That tension, between scale and speed, is exactly where Finascale was born.
Tell us about Finascale
Finascale is a CFO and finance-as-a-service firm built for founders and investors who want finance to keep pace as the business enters new phases of growth.
We work with companies in a specific phase: post-revenue, scaling, and dealing with increasing complexity. At this stage, decisions carry more weight, cash discipline becomes critical, and founders need clarity quickly.
Finascale operates as a Finance as a Service, embedding financial leadership, structure, and execution directly into the business. The goal is to give founders and leadership teams the clarity and confidence they need to make decisions, without finance becoming another problem to manage. The frameworks we use come directly from operating experience across different growth stages and market conditions. The aim is to plug in as an extension of the leadership team and add value quickly, without long ramp-up periods.
What builds trust is right-sizing our support to the business and maintaining continuity as it grows, so finance evolves with the company rather than being rebuilt at every stage.
What advantages does your corporate background bring to your new venture?
Having worked inside both smaller organisations and large, complex groups, I bring discipline that is appropriate for the stage of the business, without unnecessary bureaucracy. This principle sits at the core of how Finascale works.
Corporate environments teach you exactly where businesses tend to break as they scale. Controls weaken, ownership becomes unclear, data arrives too late, and incentives drift out of alignment. At the same time, startup environments teach you how important speed and pragmatism are when the business cannot afford to slow down.
My experience allows me to translate the standards investors expect into finance systems that founders can actually use, sized correctly for where the business is today. The result is rigour where it matters and simplicity where it counts.
Who do you work with?
Finascale works with founder-led and investor-backed businesses entering new phases of growth where the finance function hasn’t caught up yet.
Most of our clients are post-revenue and operating across growing teams, multiple products, or multiple markets. They want to move fast and grow aggressively, but their finance setup has not evolved at the same pace as the business.
Founders often reach out when finance starts creating friction, especially as they prepare to engage with investors or realise they’re spending more time on finance than on building the business. Board decks take longer than they should. Cash questions feel heavier than expected. Decisions slow down because finance keeps escalating to the founder. Sometimes confidence in the numbers starts to slip, but more often it’s simply the sense that finance is no longer keeping pace with where the business is headed. Those are typical signals indicating that the business is changing fast and finance is unable to support the pace.
We also work alongside existing finance teams when they need temporary or longer-term capacity. This might be driven by one-off projects, M&A activity, regulatory scrutiny, or the business entering a new phase of growth.
In many cases, we work directly with existing CFOs as an extension of their team. That could mean adding senior support, extra structure, or execution capacity during busy or transitional periods. The aim is not to replace internal leadership, but to strengthen it and help the function keep pace without burning out the team.
What services do you offer?
Finascale provides CFO-level leadership and execution across a few core areas, depending on where the business is and what it needs at that point in time.
We often act as a fractional CFO, working closely with founders and leadership teams on cash strategy, planning, and day-to-day decision-making.
We also support investor readiness and board finance, helping companies prepare for fundraising, due diligence, and board discussions with forecasts and financial narratives that reflect how the business actually operates.
A big part of the work is designing financial systems and operating models. That means shaping how information flows, how decisions are made, and how accountability works across teams as the business grows.
And when a company has outgrown its current setup, we lead finance transformation, rebuilding finance so it can scale properly, with automation used where it genuinely improves speed and reliability.
Rather than placing individuals, Finascale embeds a cohesive finance capability into the business, combining senior judgement with hands-on execution from day one.
What is your 5X Framework?
The 5X Framework is how we help fast-moving companies bring order and confidence to their finances as they outgrow traditional setups.
It focuses on five outcomes founders and investors start to care deeply about as the business scales.
Visibility, so leadership knows what is actually happening in the business.
Clarity, so teams know what to track and why.
Structure, so finance systems can scale with the business rather than break under it.
Control, so leaders can look at different scenarios and make decisions with confidence.
Credibility, so the numbers tell a coherent story that stakeholders understand and trust.
The framework exists because I’ve seen many companies spend time and money on finance without gaining real confidence or control. It keeps finance focused on outcomes that support growth, decision-making, and trust.
Why are you uniquely positioned to support businesses?
I’ve been responsible for results inside the business, and I’ve been accountable to investors outside it.
That experience shapes how we work at Finascale, especially during moments of transition. The way we operate, structure finance, and tell the financial story is grounded in how businesses actually run. Scrutiny is expected, not avoided, and trade-offs are surfaced early and dealt with honestly.
Founders need clarity they can act on and decisions they can stand behind. That’s the perspective Finascale brings to every engagement.
How do you work with businesses that are investor funded?
With investor-funded businesses, the work usually starts with getting everyone aligned around the same reality.
We work closely with founders to align strategy with the numbers, shape financial narratives that hold up under scrutiny, and put reporting rhythms in place that investors can rely on. Forecasts are built around how the business really operates, not ideal scenarios.
The aim is simple. Founders know where the business stands, and investors have clarity on what is working, what is not, and what needs to happen next.
A typical engagement starts with strengthening the financial foundation, then stabilising ongoing operations, and finally building forecasting, scenario planning, and investor-facing capability on top of reliable data. That way, the business is not just ready for the next board meeting or fundraise, but is operating well and prepared for diligence at any point.
Why do most businesses fail, and how do you help prevent that?
Most businesses don’t fail in one dramatic moment. They lose grip over time especially through periods of change.
The numbers stop feeling clear. Early signals get missed. Decisions start relying more on instinct because the data no longer lines up cleanly. Cash feels tighter than expected, even when revenue is growing. At some point, founders start questioning the numbers instead of using them, and finance shifts from helping the business move forward to explaining problems after they appear.
Founders often respond by stepping deeper into finance themselves, or by hiring a senior leader and hoping clarity arrives quickly. In reality, good finance leadership takes time to settle in. During high-pressure phases, that settling-in time is usually the one thing the business cannot afford.
Continuity matters as a company grows. Each stage brings new complexity, and repeatedly rebuilding the finance function through new hires and handovers creates drag when momentum matters most. Because Finascale covers the operational, strategic, and corporate development related layers of finance, we can grow with the business without losing context or slowing teams down.
What founders usually need in those moments is clarity they can rely on and dependable execution that keeps pace with the business. That is where our Finance as a Service model works well.
How do you plan to build Finascale over the next five years?
Finascale is being built deliberately, with quality and trust as the priority.
Over the next five years, the focus is on a small, senior-led consulting pod, repeatable frameworks that deliver consistent outcomes, and thoughtful use of technology where it genuinely improves speed, clarity, and decision-making.
Because we cover the operational, strategic, and transactional layers of finance, we are able to scale our support as businesses grow without forcing founders to rebuild their finance function at every stage.
The goal is not to be the largest firm, but to be the most trusted partner for founders and investors navigating complexity and scaling with intention.
Where can readers find out more?
Readers can learn more at finascale.com or connect with me directly on LinkedIn.
Finascale works best with founders and investors who want financial clarity they can rely on as the business scales.
Final thoughts
The strongest companies I have seen are those where leaders understand what the numbers actually mean, how decisions affect runway and value, and when it is time to change course.
Finascale exists to help founders build that level of financial clarity early, so growth stays intentional through every phase of business.
