Purpose of the Role

The CFO is responsible for defining and executing the company’s financial vision, transitioning us from a founder-led $20M business into a $500M+ institutional-grade group spanning HCPA and Dallo across the US, Australia and the Philippines.

The CFO ensures finance becomes a strategic weapon of ‘opening the world’s hardest industries to everybody’, funding the mission, protecting the mission, and packaging the mission for capital markets and acquirers, not just a back-office scorekeeper.

Core Mission

To build a world-class, exit-ready finance function that funds and de-risks 22.5% compounded quarterly growth, keeps the group clean and safe across every jurisdiction we operate in, and positions HCPA and Dallo to command premium valuations at a raise or exit, on our timeline, not a buyer’s.

Key Outcomes

The CFO is successful when:

● The group can scale from $20M to $500M+ without a financial, tax, or governance failure slowing it down

● We plan and allocate capital on a 12–36 month horizon, not quarter to quarter

● HCPA (services) and Dallo(SaaS) are financially separable, each with clean, defensible numbers that maximise their respective multiples

● The company is permanently exit-ready: 3 years of audited financials, a living data room, and diligence-grade reporting maintained as a continuous state, not a scramble

● Ensuring budgets are strict across each department and EBITDA % strength grows over time.

● We ‘stay out of trouble’: tax, transfer pricing, entity structure, litigation exposure, insurance and controls are managed proactively across US, AUS and PH

● Capital raises are executed from a position of strength, with the CFO owning the process end-to-end

● Every leader in the business makes better decisions because finance gives them the truth, fast

Core Responsibilities

1. Financial Strategy & Capital Architecture (Ownership of the plan)

● Own the 12–36 month financial plan across HCPA & Dallo translating the CEO’s vision into a funded, sequenced roadmap

● Build and maintain a rolling 24-month model with base, upside and downside scenarios based on previous years + future trajectory and documented assumptions

● Own capital allocation across the two brands: where every incremental dollar goes and why

● Define the capital strategy to reach $500M+: mix of retained earnings, debt, and equity, and the sequencing of each

● Set financial guardrails so 22.5% compounded quarterly growth never outruns cash, controls, or compliance

2. Multi-Entity, Cross-Border & Tax Structure (US / AUS / PH)

● Own group entity architecture: holding structure, IP domicile, and intercompany agreements designed backwards from the likely exit

● Establish and maintain arm’s-length transfer pricing across US, Australian and Philippine entities, with contemporaneous documentation that survives ATO and IRS scrutiny

● Manage corporate tax strategy in every jurisdiction: US federal and state nexus (including SaaS sales tax), Australian corporate tax, R&D Tax Incentive, GST, and Philippine obligations

● Structure and administer the multi-jurisdiction employee equity program (including Australian ESS rules) so it retains talent without creating tax landmines

● Ensure any restructuring is executed with exit-tax, CGT and transfer pricing consequences fully modelled before we move, never after

3. FP&A & Decision Support

● Run quarterly & annual planning and rolling re-forecasts so the company operates a year ahead, not a quarter behind

● Report HCPA and Audit Pilot as distinct financial engines: services revenue, margins and utilisation for HCPA; ARR, NRR, gross margin, CAC payback and Rule of 40 for Audit Pilot

● Build cohort-level unit economics by market (E.g NDIS, aged care, childcare, telehealth, RTO) and by vertical (e.g acquisition, retention, technology)

● Deliver a board-grade monthly reporting pack: narrative, forward-looking, and limited to the metrics that drive decisions

● Partner with the CEO, COO and sales/marketing leadership on pricing, market entry and expansion economics

4. Capital Raising & Investor Relations

● Own fundraise preparation and execution end-to-end: model, data room, term sheet negotiation, and close along with the CEO’s narrative execution.

● Build relationships with growth equity, PE and strategic investors across the US and Australia ahead of need along with the CEO

● Determine the optimal raise structure and jurisdiction (including whether a US topco / flip is warranted) based on where capital and buyers will come from

● Manage the cap table, ESOP pool and dilution modelling across all future rounds

● Stand up board and investor governance rhythms that institutional capital expects

5. Exit Readiness & Corporate Development (HCPA & Audit Pilot)

● Treat exit readiness as a continuous state: maintain a living data room, current audited financials, and diligence-grade documentation at all times

● Deliver a minimum of 3 years of clean audited financials, with management reporting fully reconciled to audit

● Architect financial separability of HCPA and Audit Pilot so each can be sold, raised on, or spun out independently, protecting Audit Pilot’s SaaS multiple from services drag OR increasing HCPA’s value through SaaS multiples.

● Own sell-side Quality of Earnings preparation: revenue recognition policy (ASC 606 / AASB 15), EBITDA bridge, normalised adjustments, customer concentration and working capital analysis

● Lead corporate development: evaluate inbound interest, acquisitions of competitors, and the Regipilot commercialisation model

● Ensure we can run a competitive exit process on our timeline — preparation begins 18+ months before any window, not when an offer lands

6. Risk, Governance & Litigation (Stay out of trouble)

● Own the group risk register: tax, legal, regulatory, FX, counterparty, cyber-financial and key-person risk

● Manage the financial dimensions of active litigation: cost control, contingency accounting and disclosure, damages and recovery modelling, and judgment enforcement strategy alongside counsel

● Build the insurance stack for a company of our trajectory: D&O, E&O/professional indemnity, cyber, and jurisdictional coverage

● Implement internal controls, delegations of authority, and fraud prevention appropriate for 250+ staff across three countries

● Ensure statutory compliance in every jurisdiction (ASIC, ATO, IRS, state authorities, Philippine regulators) with zero surprises

● Prepare governance for institutional scrutiny: audit committee readiness, related-party hygiene, and clean corporate records

7. Finance Operations, Systems & Close Excellence

● Build a finance systems stack (ERP, billing, revenue recognition, consolidation, spend on management) that scales to $500M+ without re-platforming every two years

● Deliver a fast, accurate multi-entity, multi-currency close (target: 5–8 business days) with full consolidation across US, AUS.

● Automate and apply AI across transactional finance so the function scales sub-linearly with revenue

● Own billing, collections and revenue operations discipline: DSO, churn-linked revenue leakage, and contract-to-cash integrity

● Standardise policies, chart of accounts and reporting definitions across all entities and brands

8. Treasury & Multi-Currency Cash Management

● Own group liquidity: 13-week cash forecasting in every entity, consolidated globally

● Manage AUD / USD exposure with a pragmatic hedging and natural-offset policy

● Optimise banking architecture, intercompany funding and repatriation across jurisdictions

● Establish debt capacity and lender relationships before we need them (working capital lines, venture debt, acquisition finance)

9. Finance Team & Leadership Scaling

● Build and lead a high-performing global finance organisation across FP&A, Controllership, Tax, Treasury and Revenue Operations

● Hire a strong Financial Controller / VP Finance layer so the CFO operates strategically, not in the close

● Leverage the Philippines team for finance operations scale, with controls and review appropriate to the risk

● Develop finance business partners embedded with each brand and function

● Establish finance career progression and a culture of commercial partnership, not gatekeeping

Success Metrics (I have succeeded when this happens)

● The company has scaled from $20M toward $500M+ with zero material financial, tax or governance failures

● 3 years of clean audited financials with no material restatements, reconciled to management reporting

● EBITDA % growth YoY

● A living, diligence-ready data room exists at all times, an exit or raise process can launch within 30 days

● HCPA and Audit Pilot report as cleanly separable financial engines, each with defensible, buyer-grade metrics

● Monthly close completed in 5–8 business days across all entities and currencies

● Forecast accuracy within ±5% on revenue and cash at a rolling 12-month horizon

● Transfer pricing documentation, intercompany agreements and tax filings current in every jurisdiction

● Capital raised on founder-favourable terms, with dilution and structure optimised for the end-state exit

● Board, investors and auditors trust the numbers without qualification

Overall success: HCPA and Audit Pilot reach an exit event (sale, majority recapitalisation or IPO) at a premium multiple, on our timeline, with nothing found in diligence that we didn’t already know, while the mission of opening the world’s hardest industries to everybody has been funded, protected and never slowed down by finance.

Reporting & Relationships

Reports to: CEO

Key Relationships:

● CEO (capital strategy, fundraising, exit planning & board)

● COO (operational execution, budgets & business partnering)

● CTO (technology investment, platform economics & build/buy decisions)

● External counsel (litigation, structuring & transactions)

● Auditors, tax advisors & bankers (US, AUS, PH)

● Marketing & Sales Directors (unit economics, CAC & pricing)

● Investors & board (reporting, governance & raise processes)

Role Definition

CFO = Capital Strategy + Exit Architecture + Control at Scale

What This CFO Must Be

● A strategic operator who has personally scaled a company through the $20M → $100M+ journey (services, SaaS or hybrid)

● Has managed 12-24 month financial strategies but can adapt quarterly when aggressive changes occur.

● Transaction-proven: has led raises and sat on the sell-side of at least one exit or institutional process

● Cross-border fluent: genuine US and Australian tax, structuring and reporting experience (Philippines operations a plus)

● A builder of finance teams, systems and controls, not just a user of them

● Commercially aggressive but governance-obsessed: pushes growth while keeping the company clean

● A truth-teller with board-level presence who will challenge the CEO with numbers

What This Role Is NOT

● Not a Financial Controller or head of accounting, they will hire that layer

● Not a pure investment banker who has never run an operating finance function

● Not a single-jurisdiction CFO learning cross-border on our time

● Not a scorekeeper who reports history, this role architects the future

● Not disconnected from the mission: finance exists to open the world’s hardest industries to everybody

This is a builder-and-seller CFO who creates an institutional-grade finance organisation and engineers the company’s path to a premium exit.