Head of Finance

Head of Finance is the point at which finance stops being a function and becomes part of how the company is run. The mandate covers reporting and control, but it is judged on capital discipline, commercial judgement and the quality of decisions the leadership team makes with the numbers.

In Singapore the title is used in two ways. In owner-led and scaling businesses it is the most senior finance role, effectively a CFO without the title. In larger groups it sits beneath a CFO with regional or divisional ownership. Compensation, autonomy and board exposure differ sharply between the two.

Boards and founders assess three things: whether the numbers can be trusted, whether the person can say something uncomfortable clearly, and whether they can build a team that survives their absence. Technical excellence is assumed by this stage; it is rarely what decides the appointment.

Where this sits: candidates typically arrive from Financial Controller, Finance Manager in a larger business, or an FP&A leadership track built on FP&A Analyst foundations. The adjacent senior title is Finance Director — frequently the same level of mandate under a different convention rather than a step up — and the recognised next mandate is CFO.

• Lead the entire finance organisation across reporting, controlling, planning, treasury and compliance.
• Own the financial plan, capital allocation decisions and the link between strategy and resourcing.
• Manage cash, funding, banking facilities and, where relevant, investor or shareholder reporting.
• Present performance, risks and recommendations to the board, founders or regional leadership.
• Set the control environment and risk appetite, and escalate matters requiring board attention.
• Partner the CEO and leadership team on pricing, margin, expansion and investment decisions.
• Build, structure and develop the finance team, including succession for critical roles.
• Oversee statutory audit, tax strategy and regulatory relationships across all jurisdictions.
• Sponsor finance transformation, systems strategy and post-merger integration where applicable.

• A professional qualification such as Chartered Accountant of Singapore, ACCA, CPA Australia or CFA is expected at this level.
• Fifteen or more years of progressive finance experience including several years of full function leadership.
• Board, founder or regional leadership exposure must be evidenced, not implied.
• Experience of a funding round, financing exercise, acquisition or major transformation is a strong differentiator.
• Sector familiarity matters more here than at any earlier level, particularly in regulated and capital-intensive industries.

• Lead with a decision, not a process. A capital, pricing or exit decision you shaped and its measurable outcome.
• Be specific about board exposure. What you presented, what was challenged and how you handled disagreement.
• Bring a cash or funding narrative. Runway extended, facility negotiated, working capital released.
• Explain how you built a team. Structure, hires, development and what continued working after you delegated it.
• Diagnose the mandate. Ask whether the business needs control restored, growth supported or a company prepared for a transaction — the honest answer defines the job.