Fractional CFO services, finance transformation, M&A due diligence, capital raising and governance advisory — led by Md. Rafiqul Islam, FCMA (UK), CGMA, CPA (Aust.), a serving Group CFO with 17+ years across conglomerates and multinationals.
Senior finance leadership without the full-time cost. Each engagement is scoped to a clear outcome — from a one-time diagnostic to an ongoing seat at your leadership table.
A Group-CFO-calibre leader embedded in your business for a fixed number of days per month — owning finance strategy, board reporting and the numbers behind every big decision.
Re-engineer the finance function: structure, processes, shared services, ERP and reporting — so it becomes a faster, leaner partner to the business.
Independent financial and commercial due diligence, deal structuring and post-merger integration — from first term sheet to a stable day-one operating rhythm.
Bankable financial models, lender-ready information memoranda and hands-on negotiation to secure credit facilities and structure financing for complex projects.
Board-grade governance and controls: COSO/SOX-aligned internal controls, regulatory compliance, tax and transfer-pricing readiness, and ESG reporting.
Budgeting, forecasting and KPI frameworks that give leadership real visibility — plus treasury and working-capital discipline that protects cash through every cycle.
Businesses at the point where finance must become a strategic function — not just a reporting one.
Multi-unit businesses that need group-level consolidation, capital allocation discipline and a finance function ready for the next generation of leadership.
Group finance · Consolidation · Succession readinessLocal operations of global companies that must report to APAC or HQ standards — SOX, IFRS, transfer pricing and the governance to match.
HQ reporting · SOX · Transfer pricingBusinesses preparing for bank financing, project loans, private investment or a public listing — and needing bankable numbers and a credible finance story.
Financial models · IM preparation · Lender negotiationDirectors, sponsors and investors who need an independent finance view — on an acquisition target, a distressed unit or a portfolio company's plan.
Independent review · Due diligence · Board advisoryEvery engagement follows the same discipline: understand the business first, fix what matters most, and leave behind a finance function that runs without us.
A confidential conversation and a short review of your numbers, structure and priorities. No fee, no obligation.
A focused diagnostic — typically two to four weeks — that identifies the highest-value gaps in cash, controls, reporting or strategy.
A clearly scoped engagement with milestones and measurable outcomes, delivered alongside your team, not to it.
Processes documented, people trained, dashboards live. We measure success by what keeps working after we step back.
Flexible structures to match the size of the problem and the pace of your business.
A fixed number of days each month as your senior finance leader. Ideal for groups not yet ready for a full-time Group CFO.
Defined deliverables and timeline — a due diligence, a financing package, an ERP roll-out, a controls framework.
Independent finance perspective for boards, audit committees and investors, attending key meetings and reviewing plans.
Practical training for finance teams and business leaders on FP&A, controls, KPI design and business partnering.
Seventeen years of turning financial complexity into decisions boards can act on.
Md. Rafiqul Islam is the Group Chief Financial Officer of Aman Group Ltd., one of Bangladesh's most diversified conglomerates, where he leads finance across 31+ business units and 18,000+ employees. Through Rafiqul Islam Advisory he makes that experience available to a select number of boards, owners and investors.
His career spans the full arc of corporate finance — professional services at Deloitte, eight years as Financial Controller at Nokia Networks reporting to APAC and Finland HQ, FMCG operations at City Group, and group finance leadership at AK Khan Group, where he managed joint ventures with Coats, CEAT and Penfabric.
He holds three international charters — FCMA (CIMA UK), CGMA (AICPA) and CPA Australia — alongside an MPF from the University of Dhaka, an MBA in Finance and a BBA in Finance.
Outcomes delivered in senior finance roles — the same playbook now applied for advisory clients.
Finance transformation and operational-excellence programme across a 31-unit conglomerate, alongside a step-change in regulatory compliance.
Group CFO rolePortfolio optimisation across T-bills, T-bonds, FDRs, equities and JVs — including the models behind investing in Grameenphone at historic lows.
Group Head of Finance roleStimulus facilities secured, long-pending tax matters resolved, transfer-pricing compliance implemented and overdue loans regularised.
CFO & Company Secretary roleHigh-performing finance teams developed across FMCG, telecom and conglomerate settings, with SOX and KPMG-audited reporting.
Across careerFigures reflect outcomes achieved in executive roles. Client engagements are confidential; references available on request.
The questions owners and boards usually ask before a first conversation.
A complimentary 30-minute discovery call to understand your business and whether we can help. Confidential, no obligation.
Tell us a little about your business and we will respond within one working day.