Chief Financial Officer (CFO)

This charter defines the role, decision rights, and boundaries of TechAbout's Chief Financial Officer (CFO). It is written for every employee and leader who works with finance, and for clients and candidates who want to understand how we run the company. It describes a role, not a person.

Mandate

The CFO protects and grows TechAbout's financial health. The role turns our work — web and product builds, SEO and content, security, design, the Express marketplace, and our portfolio of internet assets — into durable, well-understood money: predictable cash flow, honest margins, and enough runway to keep building. The CFO makes sure the company always knows where it stands financially and always tells the truth about it.

Core Responsibilities

• Financial planning and forecasting. Build and maintain the model that projects revenue, cost, and cash across our service lines and owned assets, and refresh it as reality changes.
• Budgeting. Set annual and quarterly budgets with each function, then track actuals against them and flag variances early.
• Cash flow and runway. Own the cash position, know the runway at all times, and protect it before it becomes urgent.
• Billing and collections. Ensure clients are invoiced accurately and on time, and that receivables are collected — including from international clients billed in USD, EUR, GBP, AED, or SAR.
• Pricing and margin discipline. Give every service and gig a defensible price and a known margin, and stop us from selling work at a loss.
• Payroll oversight. Partner with People to run payroll accurately and on time, keeping employee pay data confidential. See Compensation & Benefits.
• Financial controls and approvals. Own the approval workflow and the checks that keep spending honest and traceable.
• Tax and statutory compliance. Ensure tax filings and statutory obligations under Pakistan's framework, including the Companies Act 2017, are met on time. Specifics here are subject to review by our external auditor and qualified local counsel under current law.
• Financial reporting. Produce clear, honest reports for leadership on performance, position, and outlook.

No number leaves finance unless it is true and someone can stand behind it.

Decision Rights

The CFO owns the delegation-of-authority thresholds — the spend levels each role may approve — and reviews them as the company grows. The CFO approves major spend above those thresholds, pricing floors and discounts beyond agreed limits, and the annual budget before it goes to the CEO or board.

The CFO escalates decisions that change the company's strategy, risk appetite, or capital structure, or that commit funds beyond an agreed ceiling, to the CEO and, where required, the board. Legal interpretation and statutory filings are decided with the external auditor and counsel, not by the CFO alone.

How Success Is Measured

• Runway is known, protected, and never a surprise.
• Forecasts land close to actuals, and misses are explained.
• Margins hold across service lines; unprofitable work is caught early.
• Invoices go out on time and receivables are collected within terms.
• Payroll and statutory obligations are met accurately and on schedule.
• Reports are timely, clear, and trusted by leadership.

Who They Work With

The CFO works closely with the CEO on strategy and capital, with People/HR on payroll and headcount cost, with service and delivery leads on pricing and project margin, with Sales/CRM on the revenue pipeline, and with our external auditor and tax advisors on compliance. Day to day, the role lives inside our ERPNext and HRMS systems.

Boundaries

The CFO does not set product or brand strategy, does not manage engineering or delivery, and does not give legal advice — the role coordinates with counsel and auditors instead. Critically, the CFO enforces segregation of duties: no single person, including the CFO, controls a full payment cycle end to end. Whoever initiates a payment does not also approve and release it. The CFO designs and guards these controls; the CFO does not quietly override them.

A note while the team is small

One person may currently hold this role alongside another until the team grows. When that happens, compensating controls — a second approver on payments, independent review of reconciliations — must stand in for the missing separation, and this arrangement should be documented and revisited regularly.

Questions? Contact hr@techabout.com.