Finance foundations
The numbers, and the discipline that keeps them right.
- Financial modelling and forecasting
- Accounts payable process and controls
- Accounts receivable and collections
- Cash flow visibility week to week
Micro-fractional finance and operations · AU, SG, HK, UK
Senior finance capability, sized to the hours your business actually needs.
I am Matthew van Gemeren. I work with owners and founders across Australia, Singapore, Hong Kong and the United Kingdom who need experienced finance and operations support but do not need, or cannot yet carry, a full time senior salary.
25 years
In finance
Start-up to growth
Every phase
Four markets
AU, SG, HK, UK
Matthew van Gemeren, Founder
The model
Micro-fractional employment, in plain terms
Most growing businesses need a finance lead, someone across revenue operations, and someone who can build the reporting. Hiring three people is out of reach. Hiring one senior person full time is usually more capacity than the work requires.
Micro-fractional employment gives you the slice of senior time the work calls for. That might be a day a week while you build something, a few hours a month to keep the numbers honest, or a short block to fix one broken process. It scales up when you are busy and back down when you are not.
One full time week, 40 hours
Hours you buy
Hours you do not pay for
A five hour week is a real engagement. So is one day a fortnight. The point is that the cost matches the work rather than the job title.
What we do
Four areas, one point of contact
These overlap more than most businesses expect. Weak reporting is usually a process problem, and a cash problem is usually a receivables problem. Having one person across all of it means the fix holds.
Revenue operations
Sales, finance and delivery working from the same figures.
- Pipeline and revenue reporting
- Quote to cash process design
- CRM structure and data hygiene
- Margin, pricing and commission clarity
Reporting and dashboards
Information you can act on the day it lands.
- Owner, board and lender reporting
- Live dashboards instead of monthly guesswork
- KPI sets tied to the actual strategy
- One agreed version of the numbers
Automation and AI builds
Software doing the work your team is doing by hand.
- System processing and optimisation
- Custom work processing builds
- AI assisted workflows for repeat tasks
- Integration between the tools you own
Scaling difficulties
Growth exposes weak process. More effort rarely fixes it.
If two or three of these sound familiar, the problem is structural. That is usually a short piece of work rather than a long one.
- Revenue is climbing but the bank balance feels tighter every month.
- You are still the only person who properly understands the numbers.
- Sales, finance and delivery each quote a different figure for the same month.
- Invoices go out late, so payments come in later.
- Reporting takes days to build and is stale by the time anyone reads it.
- Good people spend their week on work that software should handle.
- Processes change every time a new person touches them.
Business phases
Support that changes as the business does
What a business needs at eighteen months is not what it needs at eight years. These three phases run in order, and the work is different in each.
Start-up
Set foundations that will still hold later. A model you can update yourself, a chart of accounts that makes sense in three years, and billing that works from the first invoice.
Stabilisation
Close the gaps that opened while you were busy. Collections, margin, a reporting rhythm you can trust, and the processes that tend to break as volume rises.
Growth
Build for the next level. Forecasting, revenue operations, automation, and reporting that satisfies a board, a lender or an investor without a scramble.
A referral partner program behind the work
Some of what you need sits outside what I do, and I would rather say so. I keep a network of people I have worked with and trust, covering bookkeeping, lending, legal, marketing and technology. When a job belongs with one of them, I make the introduction and stay involved enough to keep it joined up.
How this usually goes
You describe the problem once. I sort out which parts I handle, which parts belong with a partner, and what order they should happen in. You are not left to project manage a group of specialists who have never spoken to each other.
Start with a conversation about what is not working.
No charge for the first discussion. If I am not the right person for it, I will tell you and point you somewhere better.