Walk into diligence prepared. Let the numbers do the persuading.
We search for, vet and match a fractional Chief Financial Officer (CFO) who embeds before the round and builds the model, data room and finance story Bangkok's corporate venture arms and regional funds expect, then stays to report against what you promised.
Why Bangkok rounds slow down
Rounds rarely fail on the idea. They stall for practical reasons that can be fixed in advance:
A data room still being built
Each request for documents takes weeks. Bank-backed venture arms such as SCB 10X and Krungsri Finnovate, and regional funds looking at Thailand, treat that delay as evidence about management.
A model that does not hold up
Assumptions are undocumented, projections do not connect to unit economics, and the model disagrees with the accounts. Corporate investors in Bangkok test this closely.
The founder answering every finance question
Without an experienced finance leader in the room, detailed questions fall to the founder, and investors notice.
Housekeeping found late
Missing board resolutions, an untidy cap table or tax filings that are not up to date surface in diligence instead of a year earlier, when they were easy to fix.
Each of these is avoidable with the right finance leader in place early. If diligence reaches into operations or technology, our collective can add that seniority too.
Who this is for, and who it is not
Best for
- Preparing for a funding round in the next three to six months
- A data room or financial model that will not survive diligence
- Gaps in investor reporting, cap table or board resolutions
- A founder carrying every financial question personally
- Numbers and investor narrative that do not yet line up
Not for
- A business with no revenue or traction to diligence yet
- A one-off pitch deck or investor slide design
- A team that wants a document produced, not a leader embedded
- A round already closed that needs only bookkeeping
How a fractional CFO strengthens a Bangkok raise
The numbers, documents and story a Thai investment committee will examine, prepared by someone who has sat across that table before.
Model and data room
A three-to-five-year model whose assumptions are written down and stress-tested, and a data room laid out so a Bangkok investor finds answers without asking.
The investment story
Your CFO ties the financial case to the strategic one, so the deck, the model and the founder all tell the same story to the investment committee.
Clean compliance and governance
Filings, tax positions and corporate records are put in order before diligence starts, so nothing distracts from the investment case.
More than one role if needed
Where diligence goes deeper, we can match a fractional COO or CTO alongside your CFO, so the leadership team looks complete.
After the money arrives
Once the round closes, your CFO turns the deck's promises into board reporting, and we keep our governance around the engagement as the business changes.
From gap to investor-ready
Calibrated to your round timeline.
Fundraise assessment
We assess your current financial infrastructure, identify gaps, and calibrate to your round timeline.
CFO deployment
Your matched Fractional CFO is embedded within two to three weeks and begins building investor-grade infrastructure.
Fundraise preparation
Financial model, data room, board pack, governance, built and stress-tested before you enter conversations.
Round support and post-close
Your CFO stays through the round and transitions to execution mode. Reporting infrastructure, milestone tracking, and board presence.
Before, during and after the round
What a fractional CFO owns at each stage of a raise.
Who helps with which part of the round
The CFO leads most fundraising engagements; diligence sometimes calls for more.
Executives who have raised alongside
