A Note from our CFO:

In September 2005, when our Board of Directors asked me to start a new division that would offer Finance and Accounts outsourcing services, I grappled with some tough questions.

First, it was ‘Why me?’ I was, at the core, an engineer and not a finance specialist. My entrepreneurial streak had seen me serve as the CFO of the company for three years; however, I did not particularly enjoy maintaining and poring over the books.

Besides, I simply could not endure the monotony of repetitive transactional processes. One thing at least was clear— I needed inspiration before I took on this new challenge.

Secondly, I was trying to imagine what our customers in Europe and USA would really value from an association with us. I would be bordering on dishonesty if I made audacious claims of doing accounting and finance like nobody else could.

I needed to be convinced that customers would eventually feel themselves to be in safe hands with regard to some of their most important concerns for the finance and accounts function of their company.

If I took up the challenge, the answers to these questions had better be simple and clear. Looking back, I‘m glad they were.

The inspiration I‘d sought so fervently came in the form of a new perspective on the finance and accounts function. From the traditional scorekeeper mentality, I started looking at this role as a strategic partnership with core business operations.

I had always looked at finance as not just the backbone, but the Step A and Step Z of any operation. After all, everything that has anything to do with business is linked to finance. When I‘d turned CFO after having been an engineer, I‘d already experimented and defied the norms. Now, I could appreciate the tremendous value hidden in this new role.

I was raring to re-define the traditional understanding of the accountant and to be seen as an advisor to the operations manager. This inspiration has helped me envisage relationships that have matured through different levels, and today, it is the essence of our value proposition to customers.

I have also drawn much encouragement from our corporate vision and core ideology. The reason for our existence was to ‘transform peoples for the glory of God‘. This has meant an absolute adherence to six core values that we call ‘stewardship values‘. These are Integrity, Candor, Kindness, Competence, Service, and Growth—values that establish Godliness in the workplace.

Nothing will cause us to consciously violate any of these, even in the slightest way. This will always remain our corporate commitment. And, since this is our core ideology, and not simply a marketing or branding statement, I am convinced that it will provide the bedrock for building new, long-term, growing customer relationships.

Thomas and Alex look forward to journeying with you.