A finance team for the days you actually need one.
Most small and mid-sized businesses outgrow their finance function before they realise it. Your team handles bookkeeping and tax, but can they tell you your margins by project, your cash runway, or when you will need to raise? We put a senior CFO and an embedded Financial Controller into your business, working alongside your own people in Thai, before that gap costs you money, time, or your next deal.
Fractional and interim CFOs across Thailand, Singapore, Hong Kong, Vietnam and Indonesia since 2015. Led by Jérôme Le Louer, over 20 years of finance leadership in Asia and fluent in Thai. อ่านภาษาไทย · Lire en français
- Coverage
- Thailand, Singapore, Hong Kong,
Vietnam, Indonesia - Languages
- English, French, Thai
- Interim CFO
- 4 to 10 days per month
- Financial Controller
- 2 to 3 days per week
- First assessment
- Free, no obligation
- Commitment
- 30 days notice, no lock-in
- Start
- Usually within 2 weeks
- From
- USD 6,000 per month
- Led by
- Jérôme Le Louer
Indicative. Scope and fees are agreed in writing before anything starts. Full pricing.
The moment the numbers stop keeping up with the business
Almost every engagement starts from one of these five situations. If you recognise two or more of them, the business has outgrown its finance function.
The accounts arrive too late to be useful
Management accounts land six weeks after month end, so every decision is taken on a feeling. A close discipline that lands on the fifth working day changes how the whole company argues about priorities.
The business is profitable but there is never any cash
Profit and cash have separated, usually inside receivables, inventory or a project billing cycle nobody has modelled. This is the single most common reason we are called.
Nobody can say which products or customers make money
Revenue is growing and margin is drifting. Without a gross margin view by product, customer or contract, growth quietly funds the loss-making half of the business.
A bank, an investor or a buyer is about to look closely
Fundraising, refinancing and due diligence all fail on the same things: inconsistent numbers, missing reconciliations, related party transactions nobody documented. Fixing that takes months, not days.
The CFO seat is empty and the search is going to take six months
Someone has to sign, close, file and hold the team together in the meantime. An interim CFO stops the drift and hands over a tidier function than they inherited.
Your team does bookkeeping. You need a finance function.
That single gap is the root cause underneath almost everything owners describe to us. It shows up in eight predictable ways.
No management reporting
You close the books but nobody turns them into a decision.
Flying blind on cash
No rolling forecast, so the runway is a feeling rather than a number.
No project costing
Revenue by project is visible. Margin by project is not.
Corporate structure built on the fly
Entities added as needed, with no one holding the group view.
Tax inefficiency
Compliant, but paying for a structure nobody has reviewed since it was set up.
Weak internal controls
Approval limits, bank mandates and segregation of duties never designed, only inherited.
Cannot pass due diligence
Inconsistent numbers and missing reconciliations surface at the worst moment.
Outgrown your systems
The spreadsheet that ran the business at ten staff is now the single point of failure.
The CFO scope, sized to your company
Reporting and month-end close
A monthly pack that a board can read: profit and loss with variance against budget, balance sheet, cash flow, and the three or four operating measures that actually drive your result. Delivered to a fixed calendar.
Cash flow and working capital
A rolling 13 week cash forecast, collection discipline on receivables, payment terms that match your cycle, and inventory or work in progress kept honest.
Budgeting, forecasting and scenarios
An annual budget built from operating drivers rather than last year plus ten percent, reforecast quarterly, with downside cases you can act on before you need them.
Margin and pricing analysis
Gross margin by product, customer, contract or branch. Cost allocation that survives scrutiny. The evidence to raise a price, exit a customer or close a line.
Controls, compliance and audit
Approval limits, bank mandates, segregation of duties, statutory deadlines met, and an audit that closes without twelve rounds of adjustments.
Fundraising, banking and transactions
Information memoranda, financial models, data rooms, lender and investor questions answered in their language, and support through due diligence to signing.
Systems and finance transformation
Chart of accounts redesign, accounting system selection and implementation, automation of the manual work, and a shared service or regional structure when the group is ready for one.
Building the team
Hiring the controller or accountant who will eventually replace us, then coaching them until they can hold the function alone. Every engagement is designed to end well.
Read the full scope of work · SOPs, process and AI · Support for in-house CFOs
Four steps, and the first two are cheap
A 30 minute call
You describe the business and what is bothering you. We tell you honestly whether you need a CFO, a controller, a better bookkeeper or nothing at all. No charge and no obligation.
Financial Health Check
A fixed-fee, fixed-scope review of your reporting, cash, controls, tax compliance and systems, delivered as a written diagnosis with a ranked list of what to fix and what it is worth. Two to three weeks. Many clients stop here and implement it themselves.
Monthly rhythm
A named CFO on an agreed number of days per month, a fixed close calendar, a monthly meeting with you, and reachable in between. Scope reviewed every quarter and adjusted up or down as the business changes.
Handover
We hire and coach your permanent finance lead, document the processes we built, and step back to a lighter advisory role or out entirely. A fractional CFO who cannot be replaced has failed.
Four ways people arrive here
You own the business
The numbers have stopped keeping up and you are making decisions on a feeling. Start with the free assessment and find out what is actually wrong before you pay anyone.
Free financial health checkYou run a group
Several entities, several jurisdictions, several sets of books, and nobody holding the consolidated number the board needs.
Regional group CFOYou are the CFO
More initiatives than people. We come in as senior project resource on a defined workstream, reporting to you and nobody else.
Support for in-house CFOsYour process is the problem
Nothing is written down and your team is spending senior hours on clerical work. SOPs first, then automation.
SOPs, process and AIFive jurisdictions, five different sets of rules
Regional groups get caught out by assuming one country's calendar and thresholds apply next door. They do not. Each page below sets out the statutory obligations we work to, and where companies most often trip.
Thailand
Monthly withholding and VAT filings, a mandatory audit for every registered company including dormant ones, and BOI promotion that changes how you have to keep the books.
Fractional CFO in ThailandSingapore
ACRA and IRAS deadlines, XBRL, the small company audit exemption, and transfer pricing documentation that becomes compulsory sooner than most founders expect.
Fractional CFO in SingaporeHong Kong
An annual audit with no small company exemption, two-tiered profits tax, offshore claims, and the foreign-sourced income rules that changed what holding structures cost.
Fractional CFO in Hong KongVietnam
Vietnamese Accounting Standards for the statutory books, a required chief accountant, a compulsory audit for every foreign invested enterprise, and a second set of numbers for the group.
Fractional CFO in VietnamIndonesia
PSAK books in Bahasa Indonesia and rupiah, the quarterly LKPM investment report almost every foreign owner forgets, and severance entitlements that are rarely provided for.
Fractional CFO in IndonesiaYou get a team, not a person
A senior CFO for the judgement, a Financial Controller on site for the execution, and Thai spoken where your team works in Thai.
Managing Partner and Co-founder
Jérôme Le Louer
Growth-stage finance, M&A and capital raising. Regional CFO across 14 APAC countries, leading 12 finance managers and 72 finance professionals. M&A, due diligence and greenfield setups across six-plus new markets. Co-founded Plizz and Wishbeer, raising USD 1.9 million from VCs and angels. Ten-plus years as a fractional CFO in tech, logistics, e-commerce, food and beverage and manufacturing.
Co-founder and CEO, Plizz
Benoît Meneau
Corporate finance, ERP systems and compliance. Twenty years in Asia, starting in Thailand in 2005. Owned a USD 100 million profit and loss as Finance Director at Oriflame Indonesia, leading a team of 45 across two legal entities and 500 employees, with Finance, HR, Legal and Corporate Affairs all reporting to him. Later Regional Finance Director for Oriflame across eight countries in the Middle East and Africa, then CFO for South East Asia and MENA at Unicity International.
Financial Controller
David Berthou
The embedded half of an engagement. Bangkok based since 2017, with a background in internal audit and risk management across APAC and controller roles before that. Owns the monthly close, bank and capex reconciliations, the payables and receivables cadence, and supplier statement reconciliations, working alongside your own accountants rather than around them. AMF certified. He and Jérôme have worked together since 2018.
LinkedInWhy we staff engagements with two people
Do not take our word for it
Financial audit
Structure and clarity
We engaged Jerome to audit our financial setup. From the start, he took a very structured yet flexible approach, rather than applying a rigid template.
Jerome combines strong technical accounting expertise with a true CFO mindset: he looks beyond compliance and focuses on decision-making, cash visibility, and management relevance.
The result was concrete: significantly improved financial visibility, cleaner processes, and far more confidence in our numbers.
First-time founder
Guidance and roadmap
As someone who has never had experience working outside my own business, I wanted professional help. Jerome helped to identify weaknesses and provide reasoning as to why action should be taken immediately.
Importantly, he was able to justify why taking action without fear of other consequences was more important than being paralyzed in a state of inaction.
This provided a roadmap with specific actionable items which helped my business, and helped to settle any uncertainty I had.
Rapid scale-up
International expertise
As our company has grown quickly we exceeded the capabilities of our current financial process. Jerome helped us through his impartial expert perspective to clarify improvement areas.
Particularly for international businesses operating from Thailand, Jerome's background, local language and understanding is a valuable skillset.
His advice aided our initial decisions related to organisational financial improvements.
Answers before the call
What is a fractional CFO?
A fractional CFO is an experienced chief financial officer who works inside your company for a set number of days each month instead of full time. They own the same ground a full-time CFO would own: reporting, cash, forecasting, controls, banking, board and investor communication. The difference is scale and cost, not seniority.
How is that different from an accountant or a bookkeeper?
Your bookkeeper records what already happened and your auditor checks it. A CFO uses those numbers to decide what happens next: which customers to keep, which products actually make money, how much cash you have to spend before the next collection cycle, and whether the bank or the investor will say yes.
How many days a month do most companies need?
Two days a month is enough for a company that has clean bookkeeping and needs a monthly review, a forecast and a sounding board. Four to six days is normal for a company that is fixing its reporting, changing systems, raising money or integrating an acquisition. Anything heavier is usually an interim engagement rather than a fractional one.
Do you replace our existing finance team?
No. We lead the team you already have and make it better. In most engagements the accountant, the controller and the outsourced bookkeeper all stay. What changes is that someone senior is now responsible for the output.
Which countries do you cover?
Thailand, Singapore, Hong Kong, Vietnam and Indonesia. We work with companies headquartered in any of the four, and with groups that have entities in several of them and need one person holding the consolidated view.
All questions, including fees, contracts and confidentiality