Samuel Mwendwa

Chipper Cash

Own strategic finance ops and investor reporting across Chipper’s cross-border operations (Africa, UK, US), bridging tax, treasury, and scenario planning in high-growth, regulated environments.

Key Achievements:

Launched real-time tax intelligence engine → enabled executive-level decision-making and proactive capital planning.

Built and automated global tax filing systems → increased efficiency by 25% and reduced risk across 3 continents.

Designed data-driven transfer pricing models → reduced audit risk by 18% and improved compliance confidence.

Aligned tax strategy with GTM velocity → accelerated market expansion while maintaining investor-grade reporting.

Positioned tax as a strategic growth lever — driving clarity in M&A, fundraising, and international ops.

Skills:
Strategic FP&A • Treasury & Capital Planning • Tax Strategy • Financial Automation • International Compliance • Scenario Modeling • Investor Readiness • GTM Finance Enablement • Crypto/Fintech Operations

Group Tax and Accounting Manager

Led FP&A and finance transformation across high-growth regions, driving systems, capital efficiency, and investor-aligned planning during Chipper’s expansion across East Africa and the UK.

Key Achievements:

Rolled out cloud ERP + self-service finance tools → cut payroll cycles by 50% and enabled real-time reporting.

Built multi-scenario cash flow models → directly used in investor updates, capital raise planning, and board decisions.

Developed IFRS-compliant controls to meet regional audit and fundraising standards.

Boosted operations efficiency and retention via workflow automation and clearer resource planning.

Partnered cross-functionally with product and GTM leads to tie finance ops to launch velocity.

Skills:
Strategic FP&A • Treasury & Liquidity Management • IFRS Controls • Cloud ERP Systems • Burn Rate Optimization • Stakeholder Reporting • Regional Compliance • Financial Data Visualization • GTM Finance Alignment

Regional Finance & Accounting Manager - East Africa & UK

Built and scaled East Africa’s finance function from the ground up, during a period of explosive growth and increasing regulatory complexity across fintech markets.

Key Achievements:

Reduced audit prep time by 60% via process automation + real-time dashboards.

Cut overdue payments by 30% through optimized vendor and cash flow planning.

Built IFRS-aligned financial reports → passed investor audits and due diligence.

Established dynamic HR/finance controls adaptable to changing regulations.

Led compliance, internal controls, and team building for regional finance success.

Skills:
Financial Reporting • Audit Readiness • Vendor & Cash Flow Strategy • Risk & Controls • Fintech Regulation • IFRS Reporting • Finance Team Leadership • Regional Finance Strategy • Scalable Systems

Finance and Accounting Manager - East Africa

Panacea Building Solutions

Led project-level FP&A and cost visibility, optimizing spend through real-time MIS reporting and budget controls.

Project Accountant

H-HOUR SECURITY CO. LTD KENYA

Transformed working capital and improved liquidity via ERP-led automation, cutting finance task time by 80%

Financial Accountant

Newnham Services International Ltd

Led cost reduction and budgeting across multi-service operations; authored internal controls and audit frameworks.

Finance Officer

As a strategic finance leader, I help Web3 and fintech startups translate financial complexity into investor-ready clarity and runway-extending decisions.

My sweet spot is scaling finance strategy and systems during periods of hyper-growth, capital raises, and strategic pivots. Whether it's tokenomics, treasury management, or SaaS-style forecasting, I bring global finance expertise designed for speed, transparency, and strategic impact.

🔹 Startup Finance for Scale & Scrutiny

Multi-scenario runway planning for pre-Series A to pre-acquisition

Token & DAO treasury modeling

GTM finance enablement & burn optimization

🔹 Global Fintech & Crypto Experience

 Chipper Cash (pan-African fintech)

Built finance systems & controls across 3 continents

FP&A-led insights that extended runway by 9+ months and supported $12M M&A

🔹 Operator-Investor Mindset

I combine lean financial systems with capital market strategy, delivering financial narratives and investor decks that align teams, unlock capital, and create leverage.

I'm looking to partner with Web3, fintech, and frontier tech startups where financial clarity can accelerate product velocity, capital efficiency, and enterprise value.

Let’s connect if you're scaling a finance function or exploring a Director of Finance/FP&A hire for your next phase of growth.

Skills: Strategic FP&A • Tokenomics • Capital Raise Strategy • Business Model Validation • Treasury Ops • SaaS + Crypto Metrics • GTM + CAC/LTV

𝗧𝗵𝗿𝗲𝗲 𝗺𝗼𝗻𝘁𝗵𝘀 𝗮𝗳𝘁𝗲𝗿 𝗰𝗹𝗼𝘀𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗦𝗲𝗿𝗶𝗲𝘀 𝗔, 𝘁𝗵𝗲 𝗽𝗮𝗻𝗶𝗰 𝘀𝗲𝘁 𝗶𝗻.

The founder had raised $8M from top-tier investors.
The product was live. Growth was strong. Burn was under control.

But under the surface?
🧩 Forecasts were shaky
🧩 Ops were duct-taped together
🧩 The team was running on instincts, not infrastructure

One investor asked for a 12-month financial plan.
Another wanted CAC:LTV clarity by channel.
A third flagged the ops backlog as a red flag for future funding.

“We’re scaling like crazy,” the founder told me. “But I feel like we’re flying blind.”

𝗧𝗵𝗶𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗺𝗼𝗺𝗲𝗻𝘁 𝘄𝗵𝗲𝗿𝗲 𝘀𝗺𝗮𝗿𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗺𝗮𝗸𝗲 𝗼𝗿 𝗯𝗿𝗲𝗮𝗸 𝘁𝗵𝗲𝗶𝗿 𝗻𝗲𝘅𝘁 𝘀𝘁𝗮𝗴𝗲.

I’ve seen this pattern too many times:

Startups chase growth—but forget to build the machine that sustains it.

Here’s what actually moves the needle:

A fractional CFO who’s raised, reported, and modeled at speed An ops lead who’s scaled BNPL, knows payments compliance cold, and builds under pressure

Not full-time. Not bloated. Just surgical execution at the right moment.

If you’re post-Seed or post-A and feeling that tension—between growth and chaos—you’re not alone.

But you do have options.

I’m working with two exceptional operators—battle-tested in fintech—who are looking for the right next problem to solve. They don’t need hand-holding. They step in and get to work.

𝗜𝗳 𝘁𝗵𝗶𝘀 𝘀𝗼𝘂𝗻𝗱𝘀 𝗳𝗮𝗺𝗶𝗹𝗶𝗮𝗿, 𝗗𝗠 𝗺𝗲.
You’ll know in one conversation if they’re the lever you’ve been missing.

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Director of Strategic Finance | Web3 & Fintech FP&A Leader | Treasury, Tokenomics & Capital Strategy | Scaling Finance Ops in High-Growth Startups

Have you ever caught yourself obsessing over perfect financial forecasts? It’s a trap that many finance leaders fall into, and honestly, it’s misguiding your growth efforts. The truth is, striving for absolute accuracy in forecasts often leads to paralysis. You end up chasing a unicorn that doesn’t exist, wasting precious time and resources on a hope rather than a plan. When uncertainty is treated as a threat, it becomes a barrier to action. And in fastmoving techenabled markets, hesitation can mean missed opportunities. So, what’s the real secret? It’s about shifting your mindset from trying to predict the future with pinpoint precision to embracing the uncertainty as a strategic advantage. Here’s how I approach this: I use a flexible, scenariobased forecasting method that accepts variability as part of the process. Instead of one static forecast, I develop multiple scenarios that account for different outcomes. This way, your team is prepared for a range of possibilities, not just one idealized version of the future. The key steps I recommend: 1. Identify the key drivers that could impact your business—market shifts, customer behavior, regulatory changes. 2. Create multiple forecast scenarios based on different assumptions for those drivers. 3. Regularly review and adjust these scenarios as new data comes in. 4. Use these insights to guide decisionmaking, not just to justify past choices. This approach doesn’t just reduce anxiety around forecasting; it accelerates growth by making your team more adaptable and responsive. Instead of wasting time chasing a perfect forecast that will never exist, focus on being prepared for whatever comes next. When you accept uncertainty, you unlock agility. And in today’s highvelocity markets, agility isn’t just a bonus—it’s your competitive edge. So, next time you catch yourself seeking perfection, remind your team: the goal isn’t to predict the future perfectly. It’s to navigate it confidently, no matter what it throws at you.

I’ve seen firsthand how the old rules of financial planning are crumbling right before our eyes. In the early days of Web3, I was brought in to help a promising blockchain startup craft their financial strategy. They believed traditional forecasting—static budgets, quarterly reviews, rigid projections—would serve them well. But that was before the chaos hit. Before the wild price swings, regulatory uncertainties, and the rapid evolution of their ecosystem. And it became clear: the old playbook is dead. Completely irrelevant in a space where volatility is the new normal, and innovation accelerates faster than most can keep up with.

Let’s face it. Traditional financial planning is built for stability. For predictable markets. For industries that don’t change overnight. But Web3? It’s a beast of constant disruption. What worked yesterday is obsolete today. Holding onto old methods in this environment is like trying to navigate a storm with a paper boat. You’re going to sink.

Here’s what I’ve learned from the front lines:
→↳ The concept of a fixed forecast is a myth in Web3. Instead, think of your financial planning as a living, breathing process.

→↳ Flexibility isn’t just a nicetohave; it’s a survival skill. Your models need to adapt in realtime, not once a quarter.

→↳ Data is your compass, but only if you learn how to interpret it dynamically. Static dashboards won’t cut it anymore.

The question is, how do you thrive in this chaos?

→↳ Embrace agility. Build forecasts that can be reconfigured on the fly.

→↳ Develop scenario planning—expect the unexpected and prepare for multiple outcomes.

→↳ Use AI and automation to continuously update your financial picture. The faster you can react, the better your chances.

→↳ Cultivate a culture of experimentation. Fail fast, learn faster. That’s the new mantra.

The greatest leaders aren’t those who cling to the old but those who reinvent their approach.
They recognize that in a Web3 world, chaos isn’t an obstacle—it’s an opportunity.

I’ve witnessed startups turn this chaos into their greatest advantage by abandoning the comfort of predictability and leaning into uncertainty.
The future belongs to those who can adapt faster than the market shifts.
So, if you’re still relying on traditional methods, ask yourself: are you preparing for the future—or holding onto the past?

The good news? The new rules are being written right now. And the most successful will be those bold enough to rewrite their own. Are you ready to lead in this era of perpetual change? Because the chaos isn’t going anywhere. But neither should your ambition.

Let’s embrace it. Let’s thrive in it. And let’s shape the future of finance in Web3—together.

When I first advised a fastgrowing startup, they were convinced that consolidating treasury management under a single experienced leader was the way to go. They believed it would streamline decisionmaking and reduce risk. But just six months in, their resilience was tested in ways they hadn't anticipated. A sudden market shock hit, and their cash flow management became a bottleneck. Decisions were delayed, confusion reigned, and their ability to adapt was hampered. It was clear: their centralized approach created a single point of failure. 

So, what really made the difference? The unexpected answer was decentralization. Yes, spreading treasury responsibilities across multiple teams or individuals. Here’s what happened next:

→↳ With multiple nodes managing liquidity, the startup gained agility. Small teams could respond swiftly to local market changes without waiting for central approval.

→↳ Risks were distributed. Instead of one person holding all the keys, the startup built resilience by ensuring no single point of failure could cripple operations.

→↳ Decisionmaking became faster. Frontline managers and regional teams could act on realtime data, rather than waiting for the headquarters to pass down instructions.

Here's the crux: decentralization isn’t about chaos or losing control. It’s about creating a network where resilience is baked into your financial operations. It’s counterintuitive because most leaders instinctively want tight control, especially with cash. But in a highgrowth, unpredictable environment, control can turn into fragility.

Think of it as building a safety net where multiple strands work together, rather than relying on a single strong cord. When markets shift or unexpected shocks hit, your startup can bend without breaking, pivot faster, and capitalize on opportunities others might miss.

If you’re feeling the pressure to tighten control, consider this: empowering teams with clear boundaries and responsibilities around treasury management might be your secret weapon for a resilient future. It’s not about giving up oversight; it’s about smartly distributing it.

Resilience isn’t just a buzzword. It’s a strategic choice. Make yours today and watch how your startup not only survives but thrives amid chaos.

A young startup founder once told me she felt stuck. Her team was obsessed with automating everything in finance. They had automated invoicing, forecasting, expense approvals, and even some parts of cash flow management. Everything was supposed to save time and reduce errors. But then, something unexpected happened. The founder started noticing her team was less engaged, less creative, and frankly, less willing to challenge assumptions. It was as if the automation was creating a wall between her team and the core of their business.

→↳ As they relied more and more on automated tools, they lost the human touch that sparks innovation.

→↳ Their team stopped questioning the numbers, stopped exploring new ideas, and simply followed the automated alerts and reports.

→↳ Meanwhile, competitors who kept some manual oversight were digging deeper, asking tougher questions, and spotting opportunities automation missed.

It’s easy to fall into the trap of thinking that more automation equals more efficiency. But here’s the truth: when automation replaces critical thinking, it can strip away the spark of innovation.

→↳ The key isn’t to eliminate automation, but to strike a balance.

→↳ Keep your automation lean and focused, but ensure your team is still empowered to interpret, challenge, and innovate.

→↳ Use automation to handle the repetitive, freeing up your team to do what they do best—think creatively and strategize.

By doing so, your startup can avoid the silent trap of becoming too rigid, too predictable, and ultimately, less innovative.

Remember, technology should be your tool for empowerment, not a barrier to fresh ideas. Keep your team’s curiosity alive, and your automation will serve as a springboard for growth, not a cage.

The future belongs to those who can blend automation with human ingenuity. Don’t let your quest for efficiency dull your competitive edge. Instead, let it sharpen your ability to innovate and lead.

I’ve seen it time and time again. A startup hits a big fundraising milestone and suddenly everyone is celebrating. Investors are impressed, headlines are made, and the founders feel like they’ve cracked the code. But underneath the surface, something’s often off.

The secret that many don’t talk about? That shiny milestone might be masking a creeping crisis—an erosion of operational health that will bite back sooner or later.

Here’s my approach—my secret weapon—to ensure growth doesn’t come at the expense of your company’s durability:

→↳ First, recognize that fundraising milestones are just one piece of the puzzle. They don’t measure operational resilience or team capacity.

→↳ Next, implement a simple, yet often overlooked, tool: the 'Operational Checkpoint.' It’s a regular, rigorous review of your core processes, team health, and scalability metrics.

→↳ This checkpoint answers critical questions:
 • Are our processes repeatable and scalable?

• Is our team equipped and aligned to handle upcoming growth?

• Do we have visibility into operational risks?

→↳ If these questions reveal gaps, don’t ignore them. Fix them before you chase your next milestone.

Here’s how I help startups embed this into their culture:
Schedule quarterly operational reviews with your leadership team.
Track key health indicators—bersistence, cycle times, team capacity, and customer satisfaction.
Use these insights as a gatekeeper for growth initiatives and fundraising efforts.
Prioritize operational investments that will sustain scale, not just impress investors.

Here’s the truth: chasing funding milestones without a solid operational foundation is like building on quicksand.

The real secret? Growth that’s rooted in operational excellence. It’s what turns a startup’s potential into a lasting enterprise.

So, next time you’re preparing for a fundraising round, ask yourself—are we genuinely operationally healthy? Or are we just chasing a headline?

Remember, the best growth strategies are those that build resilience, not just applause. Focus on the operational fundamentals, and the milestones will follow—steadily and sustainably.

𝐌𝐨𝐬𝐭 𝐭𝐨𝐤𝐞𝐧𝐨𝐦𝐢𝐜𝐬 𝐦𝐨𝐝𝐞𝐥𝐬 𝐚𝐫𝐞 𝐞𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐞𝐝 𝐭𝐨 𝐟𝐚𝐢𝐥—𝐚𝐧𝐝 𝐧𝐨𝐭 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐭𝐡𝐞 𝐦𝐚𝐭𝐡 𝐢𝐬 𝐰𝐫𝐨𝐧𝐠.

The problem is mindset.

Too many founders still treat tokenomics like a marketing gimmick:
🪙 Hype-driven airdrops
🪙 Short-term “engagement” incentives
🪙 Shiny mechanics with no strategic backbone

But here’s the truth: Tokenomics isn’t a layer. It’s the blueprint.

Over the past few years, I’ve worked with multiple startups navigating token volatility, trust erosion, and user churn—all symptoms of the same disease: misaligned incentives.

In response, I developed the Dynamic Alignment Model—a framework that treats tokenomics as a strategic operating system for sustainable growth.

The model rests on 3 key pillars:

𝑰𝒏𝒄𝒆𝒏𝒕𝒊𝒗𝒆 𝑨𝒍𝒊𝒈𝒏𝒎𝒆𝒏𝒕
Design token mechanics that reward value creation, not just clicks or hype. Utility must drive long-term engagement—for users, partners, and teams alike.

𝑪𝒐𝒎𝒎𝒖𝒏𝒊𝒕𝒚 𝑻𝒓𝒖𝒔𝒕
Tokens only work if the community believes in them. That means transparent distribution, adaptable policies, and honest communication—especially when it’s hard.

𝑺𝒖𝒔𝒕𝒂𝒊𝒏𝒂𝒃𝒍𝒆 𝑮𝒓𝒐𝒘𝒕𝒉
Tokenomics should fund development, retention, and ecosystem expansion—not pump-and-dump cycles. You’re building an economy, not a campaign.

Here’s how it looks in practice:

1️⃣ Start with a clear vision of what sustainable growth means for your project.
2️⃣ Map how token utility and distribution directly support that vision.
3️⃣ Set a regular cadence to review, evolve, and adapt your tokenomics based on market shifts and community signals.

This approach helped one project I advised reduce user churn by 38% without issuing more tokens—just by realigning incentives and transparently communicating policy changes.

𝐓𝐨𝐤𝐞𝐧𝐨𝐦𝐢𝐜𝐬 𝐢𝐬𝐧’𝐭 𝐚 𝐝𝐞𝐬𝐢𝐠𝐧 𝐩𝐫𝐨𝐛𝐥𝐞𝐦. 𝐈𝐭’𝐬 𝐚 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐨𝐧𝐞.

Treat it like strategy, not spectacle—and you unlock compounding trust, resilience, and real community ownership.

If you're building in this space:
What’s one tokenomics decision you'd go back and change? 
Or DM me if you'd like the one-page breakdown of the Dynamic Alignment Model.

𝗦𝗰𝗮𝗹𝗶𝗻𝗴 𝗠𝗶𝘀𝘁𝗮𝗸𝗲 #𝟭: 𝗛𝗶𝗿𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘄𝗮𝘆 𝗼𝘂𝘁 𝗼𝗳 𝗮 𝗴𝗿𝗼𝘄𝘁𝗵 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

I’ve seen this play out at startups and scaleups alike:

Growth slows → Leadership scrambles → Headcount balloons
More sales reps. More engineers. More ops.
But burn goes up, efficiency stalls, and growth flatlines.

Here’s the truth: Scaling isn’t a headcount problem. It’s a systems problem.

At one company, we tripled output with only one net-new hire.

How?
We focused on operational rigor and strategic finance — not headcount.

Here’s the playbook:
→ Map your operational flow → find constraints that don’t show up on dashboards
→ Build forecasting models → not just to predict revenue, but to flag scale risks early
→ Automate repeatable tasks → free your team for high-leverage work

𝘼 𝙜𝙧𝙚𝙖𝙩 𝙨𝙮𝙨𝙩𝙚𝙢 𝙘𝙖𝙣 𝙖𝙗𝙨𝙤𝙧𝙗 2–3𝙭 𝙢𝙤𝙧𝙚 𝙫𝙤𝙡𝙪𝙢𝙚 𝙬𝙞𝙩𝙝𝙤𝙪𝙩 𝙖 𝙨𝙞𝙣𝙜𝙡𝙚 𝙚𝙭𝙩𝙧𝙖 𝙝𝙞𝙧𝙚.

This shift requires a new mindset:
→ Strategic Finance and Ops aren’t support functions. They’re growth catalysts.

So before you greenlight that next hiring wave, ask:
𝑪𝒂𝒏 𝒐𝒖𝒓 𝒄𝒖𝒓𝒓𝒆𝒏𝒕 𝒔𝒚𝒔𝒕𝒆𝒎𝒔 𝒔𝒄𝒂𝒍𝒆 𝒘𝒊𝒕𝒉 𝒖𝒔—𝒐𝒓 𝒂𝒓𝒆 𝒘𝒆 𝒂𝒃𝒐𝒖𝒕 𝒕𝒐 𝒔𝒄𝒂𝒍𝒆 𝒄𝒉𝒂𝒐𝒔?

I’m putting together a teardown of 3 ops plays that added >$5M in margin without adding headcount.

Drop a comment “Send it” and I’ll share it

𝗦𝘁𝗮𝗿𝘁𝘂𝗽𝘀 𝗱𝗼𝗻’𝘁 𝗱𝗶𝗲 𝗳𝗿𝗼𝗺 𝗹𝗮𝗰𝗸 𝗼𝗳 𝗮𝗺𝗯𝗶𝘁𝗶𝗼𝗻—𝘁𝗵𝗲𝘆 𝗱𝗶𝗲 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗵𝗶𝗿𝗲𝘀 𝗮𝘁 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝘁𝗶𝗺𝗲.

In fintech, I’ve seen this pattern repeatedly: strong product, solid early traction—but growth stalls because no one’s owning the numbers, and ops turns reactive under pressure.

When you're scaling fast, two roles consistently unlock momentum:

🔹 A 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗖𝗙𝗢 who’s not just a spreadsheet jockey, but someone who can model cash runway, lead funding conversations, and forecast like your survival depends on it—because it does.
🔹 An 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝘀 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝘄𝗶𝘁𝗵 𝗱𝗲𝗲𝗽 𝗕𝗡𝗣𝗟 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲, who knows the hidden risks in your flow, can reduce churn, and won’t need a six-month learning curve to add value.

These aren't “nice to haves”—they’re force multipliers. I've advised fintech founders post-Series A who hired both and saw investor confidence, retention, and revenue growth increase within a single quarter.

𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝘁𝗵𝗶𝘀 𝗽𝗵𝗮𝘀𝗲, 𝗜’𝗹𝗹 𝘀𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝗜 𝘂𝘀𝗲 𝘁𝗼 𝗵𝗲𝗹𝗽 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗵𝗶𝗿𝗲 𝗮𝘁 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘁𝗶𝗺𝗲—𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝘄𝗮𝘀𝘁𝗶𝗻𝗴 𝗺𝗼𝗻𝘁𝗵𝘀 𝗳𝗶𝗴𝘂𝗿𝗶𝗻𝗴 𝗶𝘁 𝗼𝘂𝘁.

➡️ DM me with “OPS” or “CFO” and I’ll send you a short guide outlining when to hire, what to look for, and how to get it right the first time.Are you missing out on top-tier talent that could be a game-changer for your fintech?

𝙒𝙝𝙖𝙩 𝙞𝙛 𝙩𝙝𝙚 𝙠𝙚𝙮 𝙩𝙤 𝙨𝙘𝙖𝙡𝙞𝙣𝙜 𝙛𝙞𝙣𝙩𝙚𝙘𝙝 𝙨𝙩𝙖𝙧𝙩𝙪𝙥𝙨 𝙞𝙨𝙣'𝙩 𝙟𝙪𝙨𝙩 𝙖𝙗𝙤𝙪𝙩 𝙥𝙧𝙤𝙙𝙪𝙘𝙩 𝙞𝙣𝙣𝙤𝙫𝙖𝙩𝙞𝙤𝙣, 𝙗𝙪𝙩 𝙖𝙗𝙤𝙪𝙩 𝙝𝙞𝙧𝙞𝙣𝙜 𝙩𝙝𝙚 𝙧𝙞𝙜𝙝𝙩 𝙛𝙞𝙣𝙖𝙣𝙘𝙚 𝙖𝙣𝙙 𝙤𝙥𝙨 𝙩𝙖𝙡𝙚𝙣𝙩 𝙚𝙖𝙧𝙡𝙮?

Startups don’t stall because of bad products. They stall because they hire the wrong first operators.

In early-stage fintech, two roles quietly make or break scale:

🔹 A 𝙁𝙧𝙖𝙘𝙩𝙞𝙤𝙣𝙖𝙡 𝘾𝙁𝙊 who doesn’t just “manage burn,” but frames the financial narrative investors buy into.

🔹 An 𝙊𝙥𝙚𝙧𝙖𝙩𝙞𝙤𝙣𝙨 𝙇𝙚𝙖𝙙 𝙬𝙞𝙩𝙝 𝘽𝙉𝙋𝙇 experience who can build scalable processes and protect the customer experience as demand spikes.

A Saas we worked with, we brought in both by Month 4.
𝙏𝙝𝙚 𝙧𝙚𝙨𝙪𝙡𝙩?
– Cut customer onboarding time by 30%
– Closed our next funding round 6 weeks ahead of schedule
– Maintained compliance in three markets—all while doubling volume

After supporting multiple Web3 and fintech ventures, here’s what I’ve learned:
👉𝙊𝙥𝙨 𝙖𝙣𝙙 𝙁𝙞𝙣𝙖𝙣𝙘𝙚 𝙖𝙧𝙚𝙣'𝙩 𝙗𝙖𝙘𝙠-𝙤𝙛𝙛𝙞𝙘𝙚. 𝙏𝙝𝙚𝙮'𝙧𝙚 𝙮𝙤𝙪𝙧 𝙫𝙚𝙡𝙤𝙘𝙞𝙩𝙮 𝙚𝙣𝙜𝙞𝙣𝙚.

But most teams wait too long — or hire too shallow.

𝙒𝙝𝙖𝙩’𝙨 𝙤𝙣𝙚 𝙢𝙞𝙨𝙩𝙖𝙠𝙚 𝙮𝙤𝙪’𝙫𝙚 𝙨𝙚𝙚𝙣 𝙞𝙣 𝙨𝙘𝙖𝙡𝙞𝙣𝙜 𝙛𝙞𝙣𝙖𝙣𝙘𝙚 𝙤𝙧 𝙤𝙥𝙨 𝙩𝙤𝙤 𝙚𝙖𝙧𝙡𝙮—𝙤𝙧 𝙩𝙤𝙤 𝙡𝙖𝙩𝙚?

I’d love to hear what worked (or didn’t) in your early-stage journey.

Many financial leaders cling to traditional metrics like revenue, EBITDA, or profit margins. They’re familiar. They’re comfortable. But in the rapidly evolving world of Web3, they’re almost useless. I learned this the hard way during a recent project with a promising blockchain startup. We were trying to gauge their growth potential using standard financial indicators. The results? Misleading, at best. It was like trying to read a map with a compass that no longer points north.

Web3 is reshaping the entire landscape. It’s not just a new tech; it’s a new economy, a new way of value exchange. And that means old metrics are dead. Here’s what I’ve realized after working closely with these innovative teams:

→↳ Traditional metrics measure past performance, not potential. They focus on tangible assets and cash flows. But in Web3, value often exists outside traditional frameworks—think tokens, community engagement, network effects.

→↳ Token velocity and onchain activity matter more than profit margins. Are users active? Are they holding or trading? These are signals of a thriving ecosystem.

→↳ Community health and decentralization are direct indicators of value. A vibrant, engaged community often correlates with longterm growth.

So, what should we use instead?

→↳ Network growth metrics: active addresses, transaction volume, and token holder distribution.

→↳ Engagement metrics: community participation, governance votes, social media buzz.

→↳ Ecosystem development: partnerships, integrations, developer activity.

These aren’t just vanity metrics—they’re the new financial signals that tell you whether a project is truly thriving.

I’ve seen firsthand how shifting focus from traditional to these new metrics can transform strategic decisions. It enables founders and investors to see beyond the hype and into the real potential of a Web3 project.

The old ways are dead. The future belongs to those who understand what truly drives value in this new economy.

Celebrate this shift. It’s a wild, exciting ride, and those who adapt will lead the way. Are you ready to rethink your approach and embrace these new signals? The next chapter of Web3 success depends on it.

𝗠𝗮𝗻𝘂𝗮𝗹 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗜𝘀 𝗞𝗶𝗹𝗹𝗶𝗻𝗴 𝗦𝗰𝗮𝗹𝗲. 𝗛𝗲𝗿𝗲’𝘀 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗗𝗼 𝗔𝗯𝗼𝘂𝘁 𝗜𝘁.
Most startups scale everything—except finance.
Sales ops? Automated. Marketing? Optimized. But finance? Still buried in spreadsheets, reconciliations, and late-night close cycles.

At a $30M ARR SaaS company, I led a finance transformation that exposed just how much time and talent was being wasted.
𝟴𝟬% 𝗼𝗳 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺’𝘀 𝘁𝗶𝗺𝗲 𝘄𝗲𝗻𝘁 𝗶𝗻𝘁𝗼 𝗺𝗮𝗻𝘂𝗮𝗹 𝗿𝗲𝗰𝗼𝗻𝗰𝗶𝗹𝗶𝗮𝘁𝗶𝗼𝗻𝘀. Forecasts were slow. Burnout was high. Decision-makers were flying blind.

And the worst part? 𝗧𝗵𝗲𝘆 𝘁𝗵𝗼𝘂𝗴𝗵𝘁 𝘁𝗵𝗶𝘀 𝘄𝗮𝘀 𝗻𝗼𝗿𝗺𝗮𝗹.
𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗣𝗿𝗼𝗯𝗹𝗲𝗺: 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗜𝘀𝗻’𝘁 𝗮 𝗧𝗲𝗰𝗵 𝗣𝗿𝗼𝗯𝗹𝗲𝗺—𝗜𝘁’𝘀 𝗮 𝗠𝗶𝗻𝗱𝘀𝗲𝘁 𝗣𝗿𝗼𝗯𝗹𝗲𝗺

Most founders and CFOs delay automation because they think:

→ "We’ll fix it later—right now, we just need to close the books."
→ "Adding another headcount is faster than evaluating a new tool."
→ "Manual work gives us control."

But here’s the truth: 𝙈𝙖𝙣𝙪𝙖𝙡 𝙥𝙧𝙤𝙘𝙚𝙨𝙨𝙚𝙨 𝙙𝙤𝙣’𝙩 𝙜𝙞𝙫𝙚 𝙮𝙤𝙪 𝙘𝙤𝙣𝙩𝙧𝙤𝙡—𝙩𝙝𝙚𝙮 𝙝𝙞𝙙𝙚 𝙧𝙞𝙨𝙠. 

What Happens When You Automate (Real Data)
→ We focused on three core processes:
→ Reconciliations
→ Invoice processing

Manual reporting tasks

Within 90 days, we saw:
✅ Forecasting time ↓ 52%
✅ Error rates ↓ 83%
✅ Analysts shifting from data entry to strategic analysis

Automation didn’t replace the team. 𝗜𝘁 𝘂𝗻𝗹𝗼𝗰𝗸𝗲𝗱 𝘁𝗵𝗲𝗺.

𝗧𝗵𝗲 𝟰-𝗦𝘁𝗲𝗽 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗣𝗹𝗮𝘆𝗯𝗼𝗼𝗸
This is the exact framework I now use with scale-stage companies to drive faster, cleaner, smarter finance ops:
𝟭. 𝗣𝗶𝗻𝗽𝗼𝗶𝗻𝘁: Identify high-volume, low-value tasks that don’t require human judgment (think: invoice coding, bank recs, journal entries).
𝟮. 𝗣𝗶𝗹𝗼𝘁: Use affordable tools in focused 30-day sprints. Start small—measure early. Don't aim for perfect.
𝟯. 𝗣𝗿𝗲𝗽𝗮𝗿𝗲: Upskill your team. Don’t just teach them the tool—help them see their new role: strategic thinkers, not spreadsheet jockeys.
𝟰. 𝗣𝗿𝗲𝘀𝗲𝗻𝘁:Translate the results into board-level outcomes:
Time saved. Errors reduced. Insights accelerated. Speed = strategy.

What Could Your Team Do With 30% More Time?
If you're still relying on manual workflows, you're leaving growth, accuracy, and insight on the table.

Most CFOs I work with don’t have a tooling problem—they have a visibility problem. You can't optimize what you don't measure.

Finance isn’t a back-office function anymore. It's a strategic engine.
The faster you automate, the faster you scale—with clarity, control, and confidence.

P.S. In the next issue, I’ll break down the tech stack I recommend for finance automation—what works, what’s overkill, and what you can implement without IT. Know a founder or CFO who needs this? Forward it their way—could save them hundreds of hours this quarter.

Get more frameworks like this every week on LinkedIn → 𝗳𝗼𝗹𝗹𝗼𝘄 𝗺𝗲.

Many startup founders I’ve worked with celebrate fundraising as the ultimate milestone. It feels like a victory, right? You’ve secured the capital, the buzz is real, and the future seems bright. But here’s the harsh truth that many overlook: focusing solely on fundraising is a trap that can keep your startup stuck in a cycle of growth without true scale.

When I first advised a fintech startup on their financial planning, they had just closed a significant funding round. The team was ecstatic. But beneath the excitement, I saw a different story unfolding. Their financial systems were a mess. Their forecasting was guesswork at best. They were chasing the next dollar, not mastering the dollar they already had.

It’s easy to get caught up in the thrill of fundraising. You think that more capital equals growth. But here’s the catch: without a deep understanding of your financials—your cost structure, profit margins, cash flow—fueling growth becomes a gamble. You might be chasing revenue, but if your operations can’t support it, you’re just pouring fuel on a fire that’s destined to burn out.

The real reason startups stumble when scaling isn’t just a lack of capital—it’s a lack of financial mastery. And here’s what I’ve seen time and again:

→↳ Founders focus on pitching investors that their unit economics are “good enough,” without truly understanding the levers that drive profitability.

→↳ Teams celebrate new customers while ignoring the rising costs tied to acquisition and service delivery.

→↳ Financial forecasts are optimistic guesses, not based on real data or trends.

So, how do you turn this around?
Stop chasing the next round as your primary goal. Instead, aim to master your financials first.
Build a robust financial model that reflects your true costs, margins, and cash flow. Use this as your compass, not just a report card.
Regularly review your financial metrics. Ask yourself: Are my unit economics improving? Where is cash leakage happening?
Embed operational rigor. Use data to make informed decisions, optimize spending, and refine your growth strategies.
Educate your leadership team on financial fundamentals. When everyone understands the numbers, the entire organization works smarter.

Here’s the celebration part: When you shift your focus from fundraising to mastering your finances, growth becomes sustainable. You’ll attract investors not just because you have capital, but because you have a proven, scalable business model.

Remember, fundraising is a tool—an enabler. But without financial mastery, it’s just a temporary boost that can mask underlying weaknesses.

So, celebrate your wins. But don’t forget to get your financial house in order first. Because the real growth happens when you understand your numbers—and use that knowledge to build something that lasts.

Imagine you’re steering a small but ambitious startup. You’ve just finished your latest financial forecast, meticulously scrutinizing every dollar, every forecasted revenue number, and every expense projection. You’re proud of the precision. But then, a new opportunity surfaces—a potential partnership that could scale your product faster than your forecast predicted. Suddenly, your laser focus on absolute accuracy feels more like a trap.

Here's what happened next.

You hesitated.

You doubted yourself.

And in that moment of doubt, you missed out. The opportunity slipped through your fingers because you were so busy chasing the perfect forecast that you lost sight of the bigger picture.

Why does this happen?

Because in the quest for precision, many founders and finance leaders fall into a common trap:

→↳ They assume that being perfectly accurate means being better prepared.

→↳ They believe that a slightly off forecast is a sign of failure.

→↳ They overlook the fact that business isn’t about certainty—it’s about agility.

Here’s the truth:

Chasing absolute accuracy can actually sabotage your startup’s ability to adapt and grow.

When you obsess over making your forecasts flawless, you risk:

• Slowing down decisionmaking.

• Overanalyzing data instead of acting.

• Creating a culture of fear around errors.

• Missing opportunities that require quick pivots.

Think about it. The startups that thrive aren’t the ones with perfectly accurate forecasts—they’re the ones that can adapt quickly when reality deviates from their plans.

So, what’s the alternative?

→↳ Embrace a level of forecast accuracy that provides enough confidence to act.

→↳ Focus on building agility into your planning processes.

→↳ Use forecasts as tools to guide decisions, not as gospel.

→↳ Remember that uncertainty is part of the game—and your ability to navigate it is what separates the winners from the alsorans.

Next time you’re tempted to obsess over getting every number exactly right, ask yourself:

Is this pursuit of perfection helping me grow, or holding me back?

The key isn’t perfect data—it’s timely, flexible, and actionable insights that keep your startup moving forward.

Because in the end, it’s not about avoiding mistakes. It’s about learning, pivoting, and staying agile enough to seize opportunities as they come.

Imagine this: a promising startup hits a rough patch. Cash flow becomes unpredictable, and the leadership team starts to panic. They’ve been relying on a centralized treasury system, trusting that one team or person has everything under control. But suddenly, that system hits a snag. A key team member falls ill, or a critical system goes offline. And just like that, the entire financial health of the company feels vulnerable.

It’s a story I’ve seen too many times. A centralized approach might seem efficient, but it’s also a single point of failure. When everything depends on one hub, your resilience is only as strong as that hub.

Now, here’s where things get interesting. Decentralizing treasury management—yes, spreading out control—can actually turn out to be your secret weapon. It sounds counterintuitive, right? More chaos, more risk? Not exactly.

Let’s break down why this approach works—and how it can make your startup stronger:

→↳ It reduces dependency. When multiple teams or individuals can manage funds and make decisions, your company isn’t crippled by one missing link.

→↳ It enhances agility. Decentralized teams can respond faster to local needs or market shifts, without waiting for approvals from a distant HQ.

→↳ It mitigates risks. If one part of your treasury system is compromised or faces issues, the impact doesn’t spread like wildfire.

→↳ It builds resilience. This distributed setup encourages accountability and crossteam collaboration, creating a safety net that catches problems early.

Here’s a quick realworld example: a fintech startup I worked with faced a sudden cyber threat. Their centralized treasury system was the perfect attack vector. But because they had decentralized access points and controls, the breach was contained, and their operational continuity remained intact.

It’s a shift in mindset. Instead of viewing treasury management as a single control point, see it as a network of interconnected yet autonomous units. This isn’t about chaos; it’s about strategic resilience.

So, if you’re steering a highgrowth tech company, ask yourself:
How dependent am I on a single team or system?
What’s the true cost of a potential failure?
Could spreading control actually make us more robust?

Embrace decentralization thoughtfully, and you might just find that your startup’s greatest strength lies in its ability to adapt and withstand the unexpected. Because in today’s fastmoving world, resilience isn’t a luxury—it’s a necessity.

When I first started working with a fastgrowing SaaS startup, they were obsessed with traditional KPIs. Revenue, CAC, churn — all important, sure. But what I quickly realized was that these numbers alone didn’t tell the full story of their health or potential. One quarter, they hit all their targets. The next, they tanked unexpectedly. What changed?

It wasn’t just the numbers. It was how quickly they could adapt their financial models to new realities. One day, a key competitor released a disruptive feature. The team panicked about their projections. But instead of sticking to their original plan, they pivoted fast. They reforecasted, adjusted their pricing, and shifted marketing spend overnight.

That ability to adapt—more than any static KPI—became the real indicator of their resilience. It was clear: success in today’s fastmoving environment isn’t about hitting fixed targets. It’s about how swiftly you can change course when the terrain shifts.

→↳ Here’s what truly matters:
How quickly can your team update your financial models in response to market changes?
Do you have a process to gather realtime data and act on it?
Is your forecasting flexible enough to incorporate new variables on the fly?

This mindset shift transformed the way they operated. Instead of chasing outdated numbers, they focused on agility. Their growth accelerated because they weren’t just measuring success by how well they stuck to a plan — they were measuring how fast they could pivot.

If your startup is still clinging to traditional KPIs, ask yourself: How fast could we adapt if the market turned upside down tomorrow?

The truth is, in today’s world, the ability to pivot swiftly isn’t just a nicetohave. It’s the ultimate success metric.

Every startup dreams of that shiny moment when investors cheer as the latest funding round closes. But behind those celebratory emails and glowing headlines lurks a silent trap. Too often, founders and leaders focus intensely on hitting fundraising milestones, thinking that’s the path to growth. But what if I told you that this relentless pursuit can quietly erode your operational health? That it can turn your once agile startup into a fragile house of cards?

Here’s the reality: investordriven growth isn’t necessarily aligned with sustainable success. It’s often driven by a desire to impress, to prove momentum, or to chase the next valuation peak. But in doing so, many overlook the real cost—your operational rigor, your team’s capacity, and your longterm resilience.

Let me share a tactic I’ve used with many highgrowth companies to avoid this trap. It’s simple, yet powerful: integrate a 'Health Check' into every fundraising push.

→↳ Before you chase the next round, ask yourself:
 • Are our operational processes scalable?

• Do we have the right metrics in place to monitor health, not just growth?

• Is our team aligned and resilient enough to handle increased scale?

→↳ If the answer is no to any of these, it’s time to pause and recalibrate.

Here’s the secret approach that keeps me and my clients grounded:
Establish clear operational metrics that go beyond revenue and user growth. Think retention, churn, cycle time, and team capacity.
Conduct a quarterly 'Operational Health Review'—a genuine health check that assesses these metrics and identifies bottlenecks.
Use the insights as a filter for fundraising. If operational health is lagging, no amount of investor hype can compensate.
Embed operational improvements into your growth strategy. Growth without operational rigor is a house built on sand.

This isn’t about stifling ambition. It’s about ensuring your growth is durable and your team isn’t burning out or losing its grip on core operations.

The shiny milestones are important, but not at the expense of your company's foundation. When you align your fundraising efforts with operational health, you’re not just chasing a valuation—you’re building a sustainable, resilient business.

Remember, true growth is a marathon, not a sprint. Focus on operational excellence now, and the milestones will follow naturally. Because in the end, your operational health is the real indicator of your company’s future strength.

Have you ever found yourself stuck in a cycle of obsessing over the perfect financial forecast? It’s a common trap. We chase that one ideal projection that will flawlessly predict the future, believing that accuracy equals control. But here’s the truth: in hypergrowth environments, this pursuit is not just futile—it’s counterproductive.

The reality is, growth at this pace demands something different. It requires agility, realtime insights, and flexibility, not a static snapshot that’s outdated before you even finish your morning coffee.

Here’s my secret: Instead of aiming for that elusive perfect forecast, I focus on building a dynamic forecasting model that adapts as the business evolves. Think of it as a living document, continuously updated with fresh data and realtime inputs. It’s not about being perfect; it’s about being present.

What does this look like in practice?

→↳ Implement a rolling forecast that refreshes weekly or biweekly, not quarterly.

→↳ Use scenario planning tools that allow quick adjustments based on emerging data.

→↳ Integrate realtime data feeds—whether from your CRM, ERP, or other operational tools—so your numbers reflect current realities.

This approach offers a few key benefits:
→↳ Faster decisionmaking because you’re working with current data.

→↳ Increased resilience, as your forecasts can pivot with market shifts.

→↳ Less stress, because you’re not chasing an impossible ideal.

Remember, hypergrowth is a rollercoaster. The best riders don’t try to predict every twist—they stay flexible, keep their eyes open, and adapt on the fly.

If you’re still clinging to the idea that a perfect forecast exists, ask yourself: Are you actually enabling growth, or just delaying action?

The truth is, in highvelocity environments, your ability to adapt in real time will determine whether you thrive or just survive.

So, stop chasing perfection. Embrace agility. Equip your team with the tools and mindset to pivot fast. That’s the real secret to mastering financial strategy in a world that never stands still.

𝗪𝗵𝗮𝘁’𝘀 𝘆𝗼𝘂𝗿 𝘁𝗮𝗸𝗲 𝗼𝗻 𝗵𝗼𝘄 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗿𝗲𝘀𝗵𝗮𝗽𝗶𝗻𝗴 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗶𝗻 𝗳𝗶𝗻𝘁𝗲𝗰𝗵?

85% of fintech leaders still rely on manual financial forecasting — and it’s costing them agility, accuracy, and market share.

In today’s hypercompetitive fintech landscape, speed and precision in financial decision-making aren’t just advantages — they’re survival criteria. Yet, many organizations treat automation as a future “nice-to-have,” rather than the strategic imperative it is.

𝑯𝒆𝒓𝒆’𝒔 𝒕𝒉𝒆 𝒓𝒆𝒂𝒍𝒊𝒕𝒚: 𝑴𝒂𝒏𝒖𝒂𝒍 𝒇𝒐𝒓𝒆𝒄𝒂𝒔𝒕𝒊𝒏𝒈 𝒑𝒓𝒐𝒄𝒆𝒔𝒔𝒆𝒔 𝒅𝒆𝒍𝒂𝒚 𝒅𝒆𝒄𝒊𝒔𝒊𝒐𝒏𝒔 𝒃𝒚 𝒅𝒂𝒚𝒔 𝒂𝒏𝒅 𝒊𝒏𝒕𝒓𝒐𝒅𝒖𝒄𝒆 𝒆𝒓𝒓𝒐𝒓𝒔 𝒕𝒉𝒂𝒕 𝒄𝒂𝒏 𝒄𝒐𝒔𝒕 𝒎𝒊𝒍𝒍𝒊𝒐𝒏𝒔.

I recently partnered with a fintech startup grappling with this exact challenge. Despite innovative products and a talented team, their finance function was hamstrung by slow, manual forecasts that lagged behind market changes—turning strategic pivots into reactive moves.

We implemented what I call the “FINTECH 3D Automation Framework” — a targeted approach to digitize, democratize, and dynamically update financial insights across the organization:

𝑫𝒊𝒈𝒊𝒕𝒊𝒛𝒆: Automate real-time data collection and processing, eliminating report delays.

𝑫𝒆𝒎𝒐𝒄𝒓𝒂𝒕𝒊𝒛𝒆: Create intuitive dashboards accessible to finance leaders, product managers, and strategists alike.

𝑫𝒚𝒏𝒂𝒎𝒊𝒛𝒆: Deploy adaptive forecasting models that recalibrate instantly as market conditions shift.

Within 90 days, the impact was measurable:

Forecast accuracy improved by 28%

Report turnaround time dropped from 5 days to under 2 hours

Time to strategic pivot shortened by 70%, unlocking earlier opportunity capture

This transformation didn’t just improve numbers — it changed how leadership made decisions: faster, smarter, and with confidence.

If your finance team is still wrestling with spreadsheets and delayed reports, ask yourself:

How much revenue are you losing to slow or inaccurate insights?

Are your leaders empowered with the data agility to act before competitors?

Have you invested in training your team to interpret automated insights, not just trust the outputs?

In fintech, the winners aren’t those with the flashiest products—they’re those with the fastest, most reliable financial intelligence.

Automation isn’t a luxury. It’s your strategic advantage.

If you want to discuss how to implement the 𝐹𝐼𝑁𝑇𝐸𝐶𝐻 3𝐷 𝐴𝑢𝑡𝑜𝑚𝑎𝑡𝑖𝑜𝑛 𝐹𝑟𝑎𝑚𝑒𝑤𝑜𝑟𝑘 in your organization, comment below or message me directly. Let’s ensure you don’t fall behind. Follow me for more insights on transforming fintech finance functions.

𝗬𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀 𝗮𝗿𝗲𝗻’𝘁 𝗯𝗲𝗮𝘁𝗶𝗻𝗴 𝘆𝗼𝘂 𝘄𝗶𝘁𝗵 𝗯𝗲𝘁𝘁𝗲𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝘀.
𝗧𝗵𝗲𝘆’𝗿𝗲 𝗯𝗲𝗮𝘁𝗶𝗻𝗴 𝘆𝗼𝘂 𝘄𝗶𝘁𝗵 𝗳𝗮𝘀𝘁𝗲𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀.

I once advised a fintech startup that was scaling quickly—but their finance function couldn’t keep up. Leadership was flying blind, waiting two weeks just to get accurate numbers. Forecasts were late. Strategic moves stalled. They nearly missed their market window.

The problem? Manual processes—spreadsheets, siloed systems, endless reconciliation. It wasn’t just inefficient. It was a strategic liability.

Once we automated their core financial workflows—reporting, forecasting, and scenario planning—their decision cycle shrank from 14 days to 3.
The finance team got out of the weeds and into strategic analysis.
The CEO? Empowered with real-time insights to outmaneuver competitors.

Here’s what most leaders overlook:
🔸 Manual processes don’t just waste time—they delay insight.
🔸 Delayed insight leads to slow, defensive decision-making.
🔸 In fast-moving markets, that’s the difference between leading and lagging.

Automation isn’t a tech upgrade. It’s an operating model shift.
It turns finance from reactive gatekeepers into strategic enablers.

If you’re still stuck in spreadsheets, ask yourself:
▪️ What’s the opportunity cost of waiting 2 weeks for clarity?
▪️ How confident are you in your data—right now, not last quarter?
▪️ How quickly can your team pivot if the market shifts tomorrow?

The fintechs pulling ahead aren’t just moving fast—they’re thinking fast.
And that starts with a finance function that runs on real-time intelligence.

➤ I’ve developed a simple diagnostic to help CFOs and founders assess automation readiness.
Want it? Drop a comment or DM me, and I’ll share it.

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