Into a second market

A seed-stage fintech had reached the point where a second market was strategically necessary. The legal structure was in place and local activity had begun, with a clear commercial opportunity. Finance, however, was still organised around the original business.

As cash, payroll, supplier commitments, and revenue started to move across markets, the company needed more than two sets of accounts. The CEO and board needed one view of group performance, cash, and obligations. They needed to understand what the new market was costing before it produced revenue, how intercompany activity was being managed, and whether the finance process could support growth without creating avoidable risk.

The SME CFO designed a cross-border finance rhythm that gave leadership control without turning an early-stage company into a heavy corporate structure.

• We established entity-level close responsibilities and a group reporting timetable.
• We set up the intercompany process, ensured that balances were reconciled and visible, and created a clear view of cash across both markets.
• We introduced the controls, reporting definitions, and financial-accountability framework required for the CEO, local team, and board to work from the same numbers.

The company could manage a two-market operation from one reliable financial view. Leadership could see performance and cash by entity and across the group, understand the cost and progress of expansion, and communicate with investors or the board with greater confidence.