1. Can you introduce yourself and explain what led you to co-found Finmo?

My career has been built around risk, compliance and financial regulation. Over the past two decades, I have worked as a Chief Risk Officer, Chief Compliance Officer and in a range of senior leadership roles across companies such as PayPal, Rapyd, Ernst & Young and several international banks. Throughout that journey, I repeatedly saw the same challenge facing growing businesses.

Companies today are no longer operating in a single market. They want to expand globally as quickly as possible, serving customers across multiple countries, currencies and banking systems. While that creates enormous opportunities, it also introduces significant complexity. CFOs and treasury teams often struggle to manage cash positions across different regions, maintain visibility over working capital, coordinate multiple banking relationships and navigate varying settlement cycles.

What became increasingly clear was that there was no single platform capable of bringing together banking connectivity, payments, accounting and treasury management in one place. That gap was particularly evident in Asia, where financial infrastructure remains fragmented across many markets. Finmo was created to solve that problem by providing a treasury operating system that gives finance teams greater visibility, control and intelligence over their global financial operations.

2. Finmo is headquartered in Singapore but operates across multiple markets. How is the company structured today?

Singapore serves as our global headquarters, but we have deliberately built Finmo as an international business from day one. While I am personally based in Australia, our operations extend across several key markets that support both our clients and our long-term growth ambitions.

We have teams in Australia, New Zealand, Hong Kong, Malaysia, Dubai, the United Kingdom, the United States and India, where our technology and development centre is located. This distributed structure allows us to attract specialised talent while staying close to our customers and regulatory partners in each region.

Today, the company employs approximately 120 people globally. Our workforce reflects the diversity of the markets we serve, and that international footprint is increasingly important as we continue expanding our licensing and regulatory presence around the world.

Building a treasury platform for global businesses requires local expertise, whether that involves banking partnerships, regulatory compliance or understanding the unique financial infrastructure of each market. Having teams on the ground allows us to develop those relationships while maintaining a consistent global product and service offering.

3. How would you describe Finmo’s performance in 2025?

2025 has been an important transition year for the company. Earlier in the year, we successfully completed our Series A fundraising round with support from leading institutional investors. While the capital provides additional resources for growth, one of the most important milestones for us was reaching break-even before the fundraising took place.

That achievement demonstrated that our business model was already working and that we had built a sustainable foundation for future expansion. The funding therefore became less about supporting operations and more about accelerating strategic initiatives, including market expansion, product development and brand positioning.

We are finishing the year in a strong position. Our active client base continues to grow, revenues are moving in the right direction and our cost management remains disciplined. We also retain a significant portion of the capital raised, giving us flexibility to invest in future opportunities.

From my perspective, 2025 has been about preparing the business for its next phase. We have strengthened our foundations, expanded our global footprint and invested heavily in positioning Finmo as a leading treasury technology platform for the region.

4. One of the major developments this year was the company’s rebrand. What was the thinking behind that decision?

The rebrand was much more than a visual exercise. It reflected a broader evolution in how we see the role of finance leaders within modern organisations and how Finmo can support them.

Historically, treasury and finance functions have often been viewed as back-office operations. Yet in reality, CFOs are increasingly involved in strategic decision-making and play a critical role in shaping growth, investment and operational priorities. We wanted our brand to reflect that reality.

The new positioning centres around what we call the Finmo Command Center, designed to give CFOs and treasury teams greater visibility, control and intelligence across their financial operations. We often talk about bringing the “sexy back to finance” because we believe finance leaders should be empowered with the same level of technology and insight that other business functions already enjoy.

A key part of that vision is our proprietary AI capability, known as MO. It helps clients analyse financial information more proactively and identify opportunities to improve treasury performance. The goal is not simply to automate processes, but to help finance teams make faster and better-informed decisions.

5. What are Finmo’s main priorities for 2026?

Our priorities for 2026 revolve around three key areas: expanding our banking network, deepening customer adoption across multiple industries and continuing to strengthen our global team.

Bank connectivity remains fundamental to everything we do. We work with some of the world’s leading financial institutions, including global and regional banks across Asia and beyond. However, many markets in Asia still lack standardised open-banking infrastructure, meaning meaningful connectivity requires direct partnerships with individual banks. Expanding those relationships remains a major focus.

We are also continuing to build solutions for clients operating across different sectors, including trade, travel, healthcare and growing mid-market businesses. These companies often face increasingly complex treasury requirements as they expand internationally, making them a natural fit for our platform.

Finally, talent remains critical. Building the treasury operating system of Asia requires exceptional people across technology, operations, compliance and customer success. As we grow, attracting and developing that talent will remain a strategic priority.

6. How important are licences, partnerships and international expansion to your long-term strategy?

They are absolutely central to our strategy because they allow us to build a platform that can support clients wherever they operate. We have already secured regulatory approvals across several markets and continue to pursue new licences in key jurisdictions.

Recently, we expanded our presence in the United Kingdom through our EMI licence and have made significant progress in markets such as Dubai, Hong Kong and Poland. These investments are about future-proofing the business and ensuring we can support clients as they expand globally.

Partnerships are equally important. Our relationships with leading banks enable us to provide the connectivity and infrastructure that treasury teams require. At the same time, we are expanding into capital markets capabilities that will allow clients to generate returns on excess working capital through products such as money market funds and other yield-enhancing solutions.

Our philosophy is simple: focus on solving difficult problems in Asia first, build the right infrastructure and partnerships, and then use that foundation to expand globally. We see ourselves not just as a payments company, but as a long-term treasury technology partner for growing international businesses.