I help business owners and VC-backed founders prepare for and execute M&A deals from zero to closure.

We're Singapore's fastest-growing CFO advisory firm, featured by Business Times, CNA938, MoneyFM, TechInAsia, and Straits Times.

Here's what makes us different: 

We don't just build your finance function - we take M&A deals from zero to closure. Whether you need a CFO function that attracts investors, or you're ready to execute a transaction, we handle both sides of growth and exit.

I believe every business owner deserves both financial clarity and deal execution expertise when opportunity strikes. Too many great companies either miss deals because their finances aren't ready, or can't execute when the right buyer appears.

WHAT OUR CLIENTS SAY:

"Paloe has been an invaluable partner in Dreamcloud's journey to acquisition. Sam Lee and his team clearly have the right ethos, and they were a real asset to have on the team." - Daniel Lim, CEO, Dreamcloud (acquired by Temasek/UST JV)

"They were there when we need to rush out documents and were always willing to go the extra mile to support us. His experience in the fundraising process helps to position the company towards a successful fundraising exercise." - Zhi Zhong, CEO, Geniebook (Series A led by EV Growth and Lightspeed)

"Sam has deep experience in digital business models that helped Express Melody pin-point our key growth drivers." - Jerry Chen, CEO, Express In Music (acquired by Tokyo-listed USEN)

Ready to explore your exit strategy? Book my M&A primer session - learn how to optimize your valuation, navigate the deal process, and understand what money actually hits your pocket after liabilities and post-deal obligations.

Sam Lee

Paloe | CFO Advisory has been ranked #55 on Singapore’s Fastest-Growing Companies 2026 list by The Straits Times  and Statista.

We're grateful. And honestly, a little humbled.

If you’ve been following our journey, you’ll know the last 3 years weren’t about chasing growth at all costs.

We were busy doing the “unsexy” work:
Building strong delivery standards
Training our team properly
Tightening our internal processes
Getting sharper on what we say yes to, and what we say no to

Because in CFO work, fundamentals matter.

If your foundation is shaky, scaling just makes the cracks louder.

The image that keeps coming to mind is bamboo. For a long time, bamboo looks like it’s doing nothing. But underground, the roots are growing deep. Then one day, it shoots up fast. That’s how this phase feels for us.

Deep roots first. Then responsible scaling.

To our clients, partners, and the team that has poured their heart into the craft, thank you for trusting us.

Onwards, with calm confidence, and good governance.

#Paloe #CFOAdvisory #SingaporeBusiness #FinanceLeadership #ScalingUp

Sam Lee Chengyi

CEO, Paloe CFO Advisory | I help businesses become transaction-ready | M&A, VC, IPO preparation | #55 Fastest Growing Company in Singapore by Straits Times and Statista

Paloe is one of the fastest-growing CFO advisory firms in Singapore and as our client base grows, we’re expanding our talent pool in Kuala Lumpur.

We’re hiring: Accountants and FP&A Analysts in KL :)

If you’re exploring your next step in finance, here’s what’s different about this seat:
Most roles expose you to one set of problems in one company.
At Paloe, you’ll work with multiple fast-growing companies as your clients which means you get sharper faster: reporting, forecasting, cash, investor decks, board-level thinking… the full muscle.

And culture matters to us. Ours is deeply ingrained:
Safe - you can ask, challenge, learn quickly
Ownership - you’re trusted to run with things
Fulfilling - your work clearly impacts real decisions

If you’re keen, DM me and we can chat.

If you know someone solid, tag them or forward this, I’d really appreciate it.

#Hiring #KualaLumpur #FinanceJobs #FPnA #Accountant #CFOAdvisory #CareerProgression #SingaporeStartups

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I came across a TikTok video about "turtle theory" that hit me hard.

Turtles don't rush. They don't care who's ahead of them. They just keep swimming, one stroke at a time. Through calm waters and chaos, they never change their pace or direction. And somehow, they always reach shore.

Because speed means nothing without the right direction.

A few years ago, I was tasked with transforming our firm from "growing at all costs" to scaling properly. We went through what I call the 3S phases: Soldiering On, Sustaining Growth, and now Scaling Up.

Did the shareholders (including myself) wish things moved faster? Absolutely.

But this video reminded me we've done well. We found our direction first. Now we're swimming one stroke at a time, confident we'll reach shore.

As we enter our 2030 growth plan, I'm quietly confident we'll get there.

To my team at Paloe | CFO Advisory - We will get there. One stroke at a time.

Family heart. Team standards.

This is one of the hardest culture tensions to hold as a founder.

We want a family culture.
One firm, one family.
But we also need a high-performing team.

Here’s the reframe that helped me reconcile it.

Family is about how we treat people.
Team is about what we expect from roles.

When someone walks through our door, we treat them like family.
With care, dignity, and respect.
That includes employees, interns, clients, partners, and even former employees.

But being “family” doesn’t automatically mean this is the best house for them.
And it doesn’t mean they stay on the team forever.

A sports team still needs performance.
You need to train.
Play your position.
And deliver the outcomes the team depends on.

If performance isn’t there, we may not be able to keep you on the field.

But removal from the team is not removal of care.

We can coach clearly.
Set fair standards.
Give support.
And if it still doesn’t work, we exit with kindness and help the transition.

Because the goal isn’t to win at all costs.
The goal is to win without losing our humanity.

If you’re building culture, try this simple line:
Be family in how you treat people.
Be a team in what you expect from roles.

If this resonated, you’re welcome to follow for practical CFO tips.

#leadership #companyculture #startupsg #founders #teamperformance #peopleops #internships

It’s the first Monday of the year, so I’m launching something new today: M&A Monday.

A weekly newsletter where I share one practical tip to help founders prepare for M&A.

Most people think M&A is simply about buying and selling a business.
That’s the headline, not the real story.

The real story is what happens after the deal is signed
How much money actually goes into your pocket
What liabilities still follow you
What obligations you may still be on the hook for, even after you “sold”

A good deal isn’t just a good price.
It’s a clean outcome: cash you can keep, and risk you can sleep with.

If M&A is even a “maybe someday” for you, start preparing earlier than you think. It’s rarely a last minute project.

If this helped, you’re welcome to follow. Every Monday, I’ll share one M&A tip to help you get ready.

If you want a successful M&A, don’t chase valuation. Chase what you actually keep.

I’ve seen this happen often.

A founder thinks they’ve agreed on valuation. Everyone feels good. Then the deal progresses and suddenly the “take-home” keeps moving down.

Not because anyone lied outright.
Because M&A has levers. And if you’re not experienced, it can feel like a fast one.

Here are a few of the most common levers to watch.

Earn-out
The headline valuation looks attractive, but the targets are set so high they’re hard to reach. Your price becomes “maybe later”.

Cash-free, debt-free
Sounds clean. But “debt” can include debt-like items, not just bank loans. Leases, unpaid taxes, deferred payments. These can all reduce proceeds.

Minimum cash
The buyer may require a minimum cash balance left in the company at closing. So even if the business has cash, you may not be able to extract it.

Working capital adjustment
If receivables and payables aren’t at the agreed level at closing, the purchase price gets adjusted.

So the real question isn’t “What’s the valuation?”
It’s “How much goes into my pocket, and what obligations still follow me after I sell?”

If this helped, you’re welcome to follow. Every Monday, I share one practical tip to help founders set themselves up for a successful M&A.

Most people saying “VCs aren’t investing” aren’t lying.
They’re just describing a slice of the market.

I met someone yesterday who told me, “VCs have stopped investing already.”

But on the ground, I’m still seeing Series A cheques being written.

So what’s the disjoint?

Some funds really did pause
Yes, a number of funds are no longer deploying.
But that doesn’t mean the market is dry.
There are still funds with meaningful dry powder. They’re simply more selective.

The “nobody is investing” feeling is coming from portfolio pain
Many VCs are watching their existing portfolio struggle to raise the next round.
And when the previous round had very founder-friendly terms and pricing, the next round becomes harder to justify in today’s market.

Valuations eased, and the bar moved to quality plus governance
This is the biggest shift I’m seeing.
Less growth at all costs.
More show me clean numbers, repeatable unit economics, and proper governance.
Governance means how decisions are made and tracked.

Post Series B is where it’s really tight
Some SEA companies can be market leaders locally, but still struggle when competing for international capital and global benchmarks.

Three extra reasons people miss
Fund cycles: some partners are in reserve mode, not new deal mode
Sector bias: money flows into fewer themes, so the rest feels quiet
Headlines: a few big pauses can make the whole market sound frozen

Takeaway for founders raising Series A
Don’t ask “Are VCs investing?”
Ask “Which VCs are investing in my stage, my sector, and my cheque size, and am I ready for today’s bar?”

If this helped, you’re welcome to follow for practical Startup CFO tips.

#SeriesA #Fundraising #VentureCapital #Startups #CFO #SaaS

Buyers don’t really buy your revenue.
They buy what your revenue represents.

When a buyer looks at your topline, they’re quietly asking three questions.

Can this happen again next month
Repeatability. Steady pipeline, steady conversions, not a one-off spike.

Will customers actually stay
Durability. Renewals, contracts, churn, and whether one customer is too big.

Can I own this business without you
Transferability. Team, process, and a company that runs even when the founder steps back.

This is why two companies with the same revenue can get very different outcomes in M&A.

Revenue matters.
But the real premium comes from revenue that is repeatable, durable, and transferable.

If this helped, you’re welcome to follow. Every alternate Monday, I share one practical M&A tip to help you get ready.

Team Tuesday 2026 Episode 1

Some teams feel “high-touch” because of process.

Ours feels high-touch because of people.

One of the most common feedback we get from clients is:
“You guys really build real relationships.”

When we looked at our CliftonStrengths as a team, one pattern stood out.

More than two-thirds of our team has Relator as a key strength.

Relator, in simple terms, means:
We value deep, trusted relationships over lots of surface-level connections.

What does that look like in client work?

We don’t rush trust
We take time to understand how you make decisions, what pressures you, and what “good” looks like for you.

We follow through
Relators care about reliability. Not big promises, small promises, kept consistently.

We speak human
We translate finance and ops into plain language. Because a real relationship means you feel safe to ask: “Can you explain that again?”

The business impact is real:
When the relationship is strong, feedback comes faster, issues surface earlier, and decisions get cleaner.

And that’s how we move quickly without drama.

If this helped, you’re welcome to follow for practical CFO tips.

#CliftonStrengths #Relator #ClientExperience #Leadership #CFOtips

ACE.SG (Action Community for Entrepreneurship)

Entrepreneur in Residence

GoodWhale

GoodWhale is a personalised platform to help aspiring investors kickstart and achieve good and enduring investing health.

We believe:
+ Financial literacy is a human right.
+ People CAN learn with the right tools.
+ Knowledge is more important than news.
+ Investing is about good companies we love.
+ Integrating life and investing.

~Investing Simplified~

Chief Product Officer, Co-Founder

Iterative

Venture Partner

NUS School of Continuing and Lifelong Education (SCALE)

Advisory Board (Industry)

Digital Mission Ventures

Startup Mentor

Ministry of Education, Singapore (MOE)

Advisory Board (Secondary Education)

Singapore Management University

Adjunct

Mensa International

Inducted Member and Auditor

Moovaz

Moovaz is the global movement of people and technology, dedicated to make international relocation a freeing and exhilirating experience. Our innovative solutions enable customers with the freedom to choose the best moving partner that suits their budget and needs. With clear transparency, cost optmisation and prompt and personalised service, we liberate everyone to move without fear and move with hope and anticipation of what’s to come.

Move with possibilities.
Move with Freedom.
Moovaz.

Chief Executive Officer, Co-Founder (acquired)

SHIELD

SHIELD (formerly CashShield) is an online fraud risk management company that protects enterprises against fraudulent payments and accounts. CashShield operates globally across North America, Europe and Asia, securing millions in transactions for leading enterprises such as Razer, T-Mobile and Vodafone.

Discover more at www.shield.com

Chief Financial Officer, Co-Founder

GoodWhale | Financial Education | Investments | Technology | B Corp

Junxian is the Co-founder and Chief Product Officer of GoodWhale, a personalised platform to help aspiring investors kickstart and achieve good and enduring investing health. Prior to this, he was the co-Founder and CEO of Moovaz, a global mobility platform solving the acute and chronic pain-points of the global mobility and cross-border logistics. Junxian was also Co-Founder and Chief Financial Officer of CashShield, a global big-data analytics, enterprise risk management firm operating into the American, Chinese, European and Southeast Asian markets. It is backed by GGV Capital in San Fransisco; Heliconia Capital (an arm of Temasek Holdings) in Singapore; the father of the iPod and iPhone, Tony Fadell; Founder-CEO of Dianping, Zhang Tao; Co-Founder-Chief Operating Officer of Qunar, Denise Peng; and Founder-CEO of Razer, Tan Min-Liang.

He was also the founding team of private investment platform, Alta (formerly Fundnel), a regional financial technology company operating in Singapore, Malaysia, Indonesia, Hong Kong, Australia, Brunei and India, with several fellow finance professionals from the top investment banks and private equity funds.

Junxian helped steer venture investments at SEA Ltd (NYSE: SE), Greater Southeast Asia’s leading consumer internet platform and played an instrumental role in the founding and launching of its e-commerce business, Shopee, as its launcher team into the region. Junxian is passionate about Food & Beverage, and co-owns Reedz Café Pte Ltd, a chain of cafes serving the tertiary education and business park communities.

Junxian serves as innovation and business advisor to several listed companies and is a Venture Partner at Iterative Venture Capital, together with other exit entrepreneurs from Silicon Valley. He was a recipient of the NUS Business School’s Eminent Alumni Award and serves on the advisory board at NUS SCALE and the Ministry of Education (Secondary Education). He previously served on the Board of Directors of the NUS Business School’s alumni association as a director and treasurer while also contributing actively to the Fudan University Singapore Alumni Club and the Harvard Alumni Club in Singapore. He is passionate about philanthropy and education and has spoken actively on Ted Talks on the importance of conducting our daily business from the heart.

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