Most founders are told to focus on the product and “figure out the money later.” Later is usually expensive. We run the financial planning and management that technology founders and operators tend to put off — equity, liquidity, tax, and runway — before those things become a problem.
We start most engagements by clearing the air. These are the beliefs we hear most often from technology founders in Thailand — and what actually happens when they go unchallenged.
Company growth does not automatically become founder liquidity. Without a drawn-out personal cash plan, founders often reinvest everything and own a healthy company they cannot comfortably live from.
We separate the company’s books from your household runway.
Cap-table decisions made early — vesting, top-ups, dilution tolerance — quietly set what each founder keeps years later. Treating equity as a far-off problem is the most common reason exits disappoint.
We model the cap table before, not after, the round.
For Thai-registered technology companies and their operators, timing of revenue recognition, R&D deductions, and director remuneration all shift the tax bill. Leaving it to the annual filing leaves money on the table.
We plan tax across the year, not in a single April scramble.
No two founders arrive with the same situation, but the structure of an engagement stays consistent. Here is the path from first call to a plan you can actually use.
A short, no-cost conversation to understand your company stage, your role, and what is keeping you up at night financially. We decide together whether a full engagement makes sense.
You share what you already have — cap table, recent filings, runway figures, director remuneration. We build a working financial model rather than a slide deck of opinions.
You receive a written plan covering liquidity, equity, tax, and household runway, with specific decisions flagged and trade-offs spelled out in plain language.
Where it helps, we sit alongside your accountant and auditor to put the plan into motion — remuneration changes, restructuring steps, filing positions — rather than handing over a binder and disappearing.
Plans go stale fast in technology companies. A scheduled quarterly review keeps the model honest as revenue, headcount, and the cap table move.
For founders raising in and from Thailand, the questions that bite are structural: how much to raise, at what valuation floor, how much dilution to accept, and how to convert paper value into personal liquidity without losing operating control. We work through the cap table with you in numbers, not slogans, and stress-test each scenario before the term sheet arrives.
Director remuneration, dividend timing, and deductible R&D spend all move the effective tax rate for Bangkok-registered technology companies. We plan these across the year.
A personal cash buffer that matches your company’s fundraising cadence means you are not forced into a bad round by personal pressure. We size that buffer to your real burn.
Founders and operators of technology companies in Thailand who already have revenue, a cap table, or a funding round in motion — and who want decisions made with numbers behind them.
Founders facing a raise, a secondary sale, a restructure, or a director remuneration decision where the wrong timing costs real money. Planning ahead is cheaper than fixing it after.
We do not pick stocks or manage portfolios. This is planning and management advisory for the financial side of running a technology company — not a retail investment service.
If the goal is a single aggressive filing position rather than a coherent plan, we are the wrong people. We work in plans, not one-off schemes that fall apart under review.