External finance portfolio

Evidence-led · confidentiality-safe

Finance leadership across the full decision chain

I build finance systems that make capital clearer, safer and more actionable.

Nine years across commercial accounting, assurance, capital modelling, donor-funded reporting and zero-to-one finance builds in Cambodia.

Explore the evidence View all seven assets
Professional thesis

Commercial grounding creates context. Assurance creates judgment. Architecture turns both into decisions.

AbsorptionCalibrationArchitecture
USD 278.7M

Development cost modelled

Integrated cost, profitability, pricing and liquidity architecture

74

Audit engagements

Senior-in-charge and field-in-charge experience across Woori and KPMG

100+

Financial statements

CIFRS, CIFRS for SMEs, CFRS for NFPEs and donor reporting

Up to 90%

Reporting-cycle reduction

Delivered while building a four-entity finance architecture

Where I create value

Three lenses. One operating system.

Decision

FP&A and capital

Scenario design, pricing, liquidity, unit economics and deal structure that expose the real choice.

Control

Finance leadership

Close, reporting, working capital, systems, policy and accountability designed to run without a hero.

Compliance

Assurance and fiduciary finance

Financial reporting, audit, Cambodian statutory depth and donor requirements that keep the evidence defensible.

Capability balance sheet

All seven assets—not four job stories.

Roles end. Capabilities compound. This is the public translation of the complete career architecture.

01Absorption · 2017–2021

Full-cycle commercial grounding

Accounting, tax, control, BOQ, contracting, collections and payroll across F&B, leasing and construction.

Evidence

Ran the whole commercial cycle from cost and contract through delivery, billing, retention and close; represented one tax audit independently and another alongside a licensed agent.

02Calibration · 2022–2024

The diagnostic eye

Assurance discipline that finds control gaps, misstatements and exposures quickly—and communicates them clearly.

Evidence

74 audit engagements, 100+ statements, group-audit interfaces, C-suite findings, a 16-module team curriculum and an audit-practice management system.

03Architecture · 2024–2025

Capital strategy

Cost, pricing, liquidity and scenario models built to make a management decision legible.

Evidence

Seven costed scenarios across an approximately USD 86.8M outcome range, four cash-flow cases and live Board-room re-runs when assumptions changed.

04Architecture · 2025–2026

Zero-to-one finance build

A full finance function, built in layers from policy and controls to transactions, reporting and dashboards.

Evidence

Audit-ready in five months; supported 80+ service orders and 180+ containers in Q1 on USD 80K paid-in capital, without added headcount.

05Cross-phase · 2021–present

Development & donor finance

Fiduciary finance from both sides: employed assurance and independent financial-statement preparation.

Evidence

Approximately USD 3.4M of donor expenditure tested; two recurring NGO clients across reporting years 2021–2025, anonymised by design.

06In acquisition · 2026–2030

Credentialed authority

The deliberately unfinished asset: converting practice into portable international authority.

Evidence

ACCA and the joined University of London BSc are in progress; CFE and CFA are sequenced intentions, not credentials currently claimed.

07Cross-cutting · 2020–2026

Finance leadership

Leading capital, liquidity, systems, governance, decisions, people and stakeholders as one function.

Evidence

Bring two or three backed options, lead with the compliant route, decide within authority, escalate what binds the company, and build teams that do not depend on one person.

Project evidence

Proof before adjectives.

Five evidence clusters cover the seven assets. Each distinguishes what I built or proposed from what management approved or executed.

01

FP&A · Capital strategy

Making a USD 278.7M development decision-readable

A live, integrated architecture connecting first-principles cost, profitability, liquidity, pricing and deal structure.

7 costed scenarios~USD 86.8M outcome range4 cash-flow scenarios2019–2027 integrated model
Read the evidence
  • Built the cost master from first principles, cross-checking PMO, business, finance, market and specialist valuation inputs.
  • Mapped scenarios from approximately USD 62.2M loss to USD 24.6M profit; the work showed why more revenue was not necessarily more profit.
  • Built zone-specific pricing across six residential and two commercial product segments, with margin tracking and five escalation cases per zone.
  • Modelled a reciprocal contractor transaction from both parties’ perspectives using NPV at 9% and IRR, plus a 15-year with-or-without-operator feasibility case.
  • The CEO and CFO presented the models to the Board. I was in the room and reran challenged assumptions live. Management made the decision.
02

Controllership · Systems

Building a finance function from zero to audit-ready

A complete order-to-cash, record-to-report and compliance operation for a new Cambodia logistics entity reporting to a Chinese HQ.

5 months to audit-ready80+ service orders180+ containers in Q114 → 30 day supplier terms
Read the evidence
  • Authored the 2025 CIFRS-for-SMEs accounting manual and designed a COSO-aligned control framework beneath it.
  • Connected quotation, performance evidence, revenue recognition, invoicing, receivables, ageing, statements and collection to the same underlying dates.
  • Cut reporting turnaround by up to 90%, extended supplier credit terms by 114%, and operated on USD 80K paid-in against USD 200K registered capital.
  • Built a labour-compliance programme, operated it monthly with receipts, stood two inspections and handed it over. No wider verdict on the employer’s compliance standing is implied.
03

Assurance · Financial reporting

Turning audit depth into a reusable diagnostic system

Assurance work across statutory, component, group and donor-funded engagements—then codified into team and practice systems.

74 engagements69 Woori + 5 KPMG55 statutory filings14 component packages
Read the evidence
  • Prepared 100+ general- and specific-purpose financial statements under multiple Cambodian and donor frameworks.
  • Led fieldwork, communicated findings to department heads and at times CEOs/directors, quantified misstatements and obtained revisions before opinion.
  • Designed and delivered a sole-authored 16-module curriculum to an audit team of up to nine.
  • Built a practice-management workbook spanning pipeline, eleven-stage statement production, assignments, client history, team capability and CPD.
  • Scoped a purchase-price-allocation proposal and led the diligence questionnaire and client meeting. The firm did not win the engagement; no valuation report was produced.
04

Donor finance · Independent practice

Working both sides of fiduciary-grade finance

Donor expenditure assurance as an employee; recurring financial-statement preparation as an independent practitioner.

~USD 3.4M tested2 recurring clientsReporting years 2021–2025WB · ADB · INGO
Read the evidence
  • Tested expenditure eligibility, statements of expenditure, fund utilisation, donor covenants, procurement and credit/grant classification.
  • Supported World Bank- and ADB-financed work and a consolidated INGO group audit.
  • Prepared full CFRS-for-NFPEs financial statements for two education-focused NGOs outside employment.
  • Client names and receipts are deliberately withheld because the engagements remain confidential. The recurring engagement is the public claim.
05

Commercial finance · Controls

Carrying the commercial cycle end to end

The operating foundation beneath later models: cost, contract, delivery evidence, collection, retention, payroll and tax.

2 tax-audit mandates12-month supplier deferral5–10% retention cycleBOQ → contract → cash
Read the evidence
  • Prepared construction BOQs from technical drawings and specifications, coordinated engineering checks, priced the final quantities and issued them to clients.
  • Drafted and administered contracts, held protective clauses under client pressure, and managed milestone payment requests through final handover and warranty retention.
  • Negotiated a COVID-era supplier deferral into a mutually agreed twelve-month interest-bearing instalment plan.
  • Independently represented a limited FY2018 GDT audit and co-represented a comprehensive FY2018–2020 audit with a licensed tax agent. No unsupported savings claim is made.

How I lead

Answers, not just alarms.

The objective is not to make finance dependent on me. It is to install the decisions, controls and accountabilities that make the function stronger over time.

  1. 01

    Options before escalation

    Bring the problem with two or three backed solutions; the first route is always compliant.

  2. 02

    Authority made explicit

    Decide within the threshold and explain why. Escalate anything that binds the company or carries penalty exposure.

  3. 03

    Evidence inside the instrument

    Version, source, assumption and control points belong in the model or document—not only in the author’s memory.

  4. 04

    Keep the control point, not the file

    Build what is missing, hand it to the proper owner, and remove the single-person dependency.

Experience

A career built sideways as well as upward.

Formal outward titles and confirmed dates only. Status resets into assurance were deliberate capability moves.

Urban Foods / Golden Millions Management

Accounting & Finance Officer → Senior

F&B and leasing · full-cycle accounting, Cambodian tax and internal controls

Laska Du Co., Ltd.

Accounting & Finance Supervisor

Construction · BOQ, contracting, working capital, payroll and tax-audit representation

Woori Accounting Co., Ltd.

Senior Consultant – L1, External Audit Department

Assurance · statutory, component and group interfaces; training and practice systems

KPMG Cambodia Ltd.

Senior, Audit & Assurance

Big Four audit methodology · donor-funded and consolidated INGO work

Sir Stamford Raffles (Cambodia)

Accountant → Finance Business Partner

Real-estate development · FP&A, capital modelling, pricing and deal structuring

Channelton Logistics Development (Cambodia)

Head of Finance and Administration

Registered outward title · internally operated as Finance Manager · first Cambodia hire

Credentials

Completed, in progress and intended—kept separate.

Qualification status is part of the claim. Planned credentials are not presented as earned ones.

Completed

Diplomas in Cambodian Taxation, Cambodian Business Law and IFRS for SMEs

CamEd Business School · 2022–2023

Completed

Professional Certificate in Tax on Income

GDT National Tax School · 2023

Completed

Undergraduate Certificate in Accounting · GPA 4.00

University of the People

In progress

ACCA + University of London BSc Professional Accountancy

A joined qualification path; status is stated without implying completion.

Sequenced

CFE, then CFA

Committed direction, deliberately not presented as a current credential.

Working languages: Khmer and English; basic spoken Chinese with stronger listening comprehension. Chinese is a supporting capability, not a claimed professional-language credential.

Public evidence standard

The limits stay attached to the achievement.

Attribution

“Built,” “proposed,” “approved” and “executed” are not interchangeable. This portfolio uses the narrowest accurate verb.

Confidentiality

Live clients, financial positions, employee data and protected contract terms are omitted or anonymised.

No manufactured precision

Resolved build-ups replace old shorthand. Where the source supports a range or method, that is what appears.

Next conversation

Bring me the decision that finance has not made clear yet.

Best fit: finance leadership, FP&A, commercial finance, controllership, donor finance and focused advisory mandates in Cambodia.

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