~$100M
Sale of a utility aggregator
As CFO, led the transaction through to completion, after a $20M+ capital and debt raise and three acquisitions in twelve months.
CFO · 1Bill Holdings · 2019–2024
Deal record
Raises closed. Acquisitions integrated. Exits delivered.
Deals led by Sandeep Bordia FCPA (Fellow, CPA Australia), Melbourne fractional and transaction CFO: two exits at 2.5–3× revenue, multiple acquisitions and joint ventures, and capital raised from private equity, existing shareholders and banks.
$140M
Largest exit led
Equity outcome for shareholders at a revenue multiple in the 2.5–3× range.
CFO · Metro Media Publishing$15M
Private equity raise
Raised from a private equity investor, one part of $27M+ raised across equity, convertible notes and debt.
CFO$5M
Debt facility, then two acquisitions
Secured an acquisition facility for a dental group, then led two interstate practice acquisitions.
Fractional CFO$3.0M
Convertible note raise
From existing and external shareholders, plus group consolidation, forecasting and governance across Australia, South Africa and Kenya.
CFO · Talent Match Africa · 2024–2025+50%
Revenue growth on a rebuilt finance function
Built the full finance infrastructure for a client that went on to grow revenue by half. Margin and cashflow work typically pays back within 60–90 days.
Fractional CFO
Deal-readiness checklist
Ten questions a buyer's diligence team will ask you.
- Can you produce 36 months of reconciled management accounts within 48 hours?
- Do your management accounts tie to your audited or reviewed statutory accounts, without a bridge you have to explain?
- Is your forecast built bottom-up, with drivers a buyer can test, rather than a top-down growth rate?
- Can you show a 13-week cashflow and explain every movement in working capital?
- Is revenue quality visible: recurring vs one-off, customer concentration, churn and cohort retention?
- Is your cap table clean, with every option, note and side agreement documented and signed?
- Are tax positions settled in every jurisdiction you operate in, with no open questions on transfer pricing or PE risk?
- Are your bank facilities, covenants and change-of-control clauses understood, and headroom forecast?
- Could your board pack from last month go straight into a data room as-is?
- Is there a finance team and control environment that will survive the founder stepping back after close?
Fewer than eight confident "yes" answers is normal. It's also work you want done before the process starts, not during it.
Talk it through
Let's talk
Cash tight, a deal on the table, or finance holding you back?
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