Fractional and interim CFOs in Thailand

A fractional CFO is a senior finance lead who works inside your company for a set number of days a month rather than full time. In Thailand that usually means a company that has outgrown what its accounting firm can tell it, and is not yet big enough to justify a permanent CFO at THB 250,000 to 500,000 a month in salary alone.

• What the role covers

  Monthly management accounts you can decide on, a rolling cash forecast, margin by customer and by product, the relationship with your bank, and the questions from your auditor and the Revenue Department answered before they become findings. Your accounting firm keeps doing the bookkeeping and the filings. The fractional CFO sets the standard for what they produce and turns it into decisions.

• When it is the right answer

  When the owner is making finance decisions alone, when the numbers arrive too late to use, when a bank, an investor or a buyer is about to look closely, or when a BOI promotion, an ERP change or a second entity has made the books more complicated than the team was built for. If the problem is bookkeeping rather than judgement, you need a better accountant, and we will tell you so.

• What it costs in Thailand

  From USD 3,000 a month for a CFO-only advisory retainer, and from USD 9,000 for the standard engagement with an embedded Financial Controller alongside. Fees are published and agreed in writing before any work starts, and the first step, the financial health check, is free.

Summarised for orientation and reviewed in August 2026. Deadlines, thresholds and rates change. Confirm the current position with your auditor or tax agent before acting on it.

• Withholding tax treated as an afterthought

  Thailand withholds at source on most service payments, and the certificate discipline is unforgiving. Companies that reconcile withholding only at year end typically find a six figure difference and no way to recover it.

• VAT input credits lost to paperwork

  Input VAT is denied on tax invoices that do not meet the form requirements. In a growing company with a junior accounts payable clerk this leaks steadily and is almost never picked up until an audit.

• BOI promotion kept in the wrong books

  Promoted and non-promoted activities have to be segregated in the accounts, with revenue, cost and shared overhead allocated on a defensible basis. Companies that discover this late face a painful reconstruction.

• Thai statutory accounts and group reporting drifting apart

  The statutory accounts are prepared for the Revenue Department, the group pack for head office, and after two years nobody can bridge them. That bridge is the first thing an acquirer asks for.

• Director and signatory arrangements nobody has reviewed

  Bank mandates, powers of attorney and the affidavit often reflect a shareholding and a management team that changed years ago, which becomes urgent at exactly the wrong moment.

• Run the monthly close in Thai and report in English

  Your team keeps working in Thai with your existing accounting system. The output is a management pack your shareholders, lenders or head office can actually read.

• Own the statutory calendar

  Every Revenue Department, Social Security and DBD deadline tracked with an owner and a date, and the audit managed so it closes on time.

• Build the bridge between statutory and management numbers

  A documented reconciliation between the Thai statutory accounts and the group view, maintained monthly rather than reconstructed annually.

• Handle banks and the BOI in the room

  Thai speaking, with twenty years of local banking relationships, so the conversation happens directly rather than through a translated email chain.

• Hire and coach your Thai finance manager

  The end point of most engagements is a capable local controller with a working system behind them.

What it costs · Common questions

Thailand specifics we are asked about most: BOI financial compliance, getting profits out of Thailand, and financial due diligence when buying or selling.