Built from three sides of the capital table
Banking. Investing. Operating finance.
Capivanta connects the perspective of capital providers with the practical demands of building and running a finance function.
The gap we set out to close
Promising businesses can struggle to secure the right capital when their financial information, structure, and decision-making have not kept pace with their ambition.
Capivanta was created to help close that gap. The work starts with understanding the business, testing its assumptions, and building financial discipline.
Our aim is to help companies communicate clearly with capital providers and make better decisions internally.
From banker to investor to operator
Capivanta’s approach is shaped by its founder’s experience across commercial banking, cross-border private equity, and operating finance.
Banking brought a lender’s perspective on cash flow, repayment capacity, and risk. Investing brought a view of business quality, capital structure, and value creation. Operating as a CFO brought responsibility for turning strategy into budgets, reporting, financing, and execution.
Together, these perspectives inform how we work: with an understanding of what capital providers need to see and what management teams need to build.
Senior finance partnership today
We work with founders, growth companies, and VC/PE funds in Indonesia and Southeast Asia. Our work spans capital advisory, strategic and fractional CFO support, financial modelling and FP&A, fundraising readiness, portfolio finance support, and capital readiness.
A longer-term financial intelligence ambition
Our longer-term ambition is to make high-quality financial intelligence more accessible to growing businesses and investors in Southeast Asia.
Advisory is the starting point. Over time, we aim to develop repeatable frameworks and technology that combine experienced judgment with clearer financial insight.
Judgment before complexity.
Useful advice connects financial detail with the decision at hand.
Understand the decision
Start with the business context, objectives and constraints. Define what needs to be decided before deciding what needs to be analyzed.
Examine the assumptions
Make the financial picture clear. Separate evidence from estimates and test how different scenarios change the choices available.
Frame the next step
Translate analysis into priorities, trade-offs and a practical basis for action. Keep the discussion focused on what matters.
A considered next step.
Discuss your finance priorities, capital requirements and the decisions ahead.