We're not just analysts. We're business partners who actually understand what keeps you up at night when you look at your cash flow reports at 11 PM.
Our leadership brings together decades of experience working with businesses across Thailand's diverse economic landscape. From manufacturing plants in Rayong to service companies in Bangkok, we've seen what works and what doesn't when it comes to understanding business activity through financial data.
Chief Financial Analyst
Kieran spent 14 years helping mid-sized Thai manufacturers make sense of their working capital patterns. He started his career auditing factory operations in Samut Prakan and realized that most business owners had good instincts but lacked the analytical framework to prove their hunches with data. In early 2024, he joined us to build analysis methods that actually connect to operational reality rather than just spreadsheet theory.
Director of Business Intelligence
Before joining currentaflowon in mid-2023, Siobhan worked with retail chains trying to understand why their inventory numbers looked good on paper but their actual stock situations were chaotic. She developed our approach to bridging the gap between what financial statements say and what's actually happening in warehouses and on sales floors. Her background in supply chain operations gives her insight that purely financial analysts often miss.
Senior Process Analyst
Declan's path to financial analysis was unusual. He spent eight years as a production manager in electronics assembly before transitioning to business analysis. That hands-on background means he knows the difference between theoretical efficiency and what's actually achievable on a factory floor with real constraints. He joined our team in September 2024 because he wanted to help other operational managers get better visibility into how their daily decisions show up in financial results.
Most financial consultants will give you standard ratio analysis and call it a day. We think that's backwards. The numbers should tell you a story about what's actually happening in your business operations, not just whether you meet some industry benchmark.
We start by understanding your actual business processes before we look at a single financial statement. A spike in accounts receivable means different things for a construction company versus a retail chain. Context matters more than the number itself.
One month's data tells you almost nothing. We track patterns across quarters and years to help you distinguish normal seasonal variation from actual problems that need fixing. Most business issues reveal themselves gradually in the data if you know what patterns to watch.
Our team has worked in actual operational roles, not just consulting positions. When we talk about working capital cycles or inventory efficiency, we're drawing on experience managing those exact challenges ourselves. Theory is useful, but experience is better.
Our process isn't mysterious. We believe in transparency about how we analyze your business activity and what insights we can realistically provide. Here's what actually happens when we work together.
We spend time understanding how your business actually works. Not just org charts and process documents, but the real flow of work, materials, and money through your operation. This usually takes 3-4 weeks and involves talking to people at different levels who see different parts of the picture. We've found that the best insights often come from middle managers who live with the practical realities every day.
Once we understand your operations, we map that to your financial data to identify patterns and anomalies. We're looking for disconnects between what should be happening and what the numbers show. Sometimes these disconnects reveal opportunities for improvement. Other times they point to data quality issues that need fixing before any analysis is meaningful. Either way, this phase typically runs 4-6 weeks depending on how clean your historical data is.
After initial analysis, most clients work with us on a quarterly or monthly basis to track how patterns evolve over time. Business conditions change, and what was important to monitor in Q1 might be different by Q3. We adjust our focus based on what's actually relevant to your current operational priorities. Think of it as having experienced financial eyes watching for early warning signs while you focus on running the business.