Tau is a member of the Taylor's Education Group, one of Southeast Asia's largest and most established education groups. We equip Southeast Asian organisations with the leadership and technology skills and talent to succeed. Our learning and talent solutions are tailored, experiential, and designed for real world impact. We are backed by the scale, credibility, and shared infrastructure of a group, and we operate with the pace and experimental instinct of a young business.
Tau is small, growing quickly, and still experimenting. That combination creates a specific need: we have to run a tidy, well-governed business while spending most of our energy on figuring out what works.
Group provides our transactional finance, HR and legal services. This role is the single point of ownership inside Tau for making that relationship work — ensuring the transactional engine runs reliably, and building the processes, systems and reporting that Tau needs on top of it. It is also the role that gives management the numbers and the analysis to make better decisions.
You will not be processing transactions yourself. You will be making sure they happen, on time and correctly, by working effectively with colleagues you don't manage — and building the structure that makes that repeatable rather than a monthly scramble.
This is the first dedicated corporate role in Tau. Much of what you need does not yet exist. You will create it.
RESPONSIBILITIES
1. Make the Group relationship work
- Act as Tau's single point of contact with Group Finance, HR and Legal, and own the quality and timeliness of what Tau receives
- Define clearly what Tau needs from each function — deliverables, cadence, standards — and agree it in writing rather than renegotiating it every month
- Prepare and coordinate the inputs Group requires from Tau so nothing stalls on our side
- Escalate early and constructively when something isn't working, and help find the fix rather than logging the problem
2. Build artefacts that last
- Document how things work at Tau: month-end, approvals, contracting, procurement, onboarding, expense policy
- Build and maintain a management reporting pack that the leadership team actually uses
- Create and own the underlying financial and operational models, structured so someone else can pick them up
- Establish the file, data and record-keeping discipline that a growing, multi-market business will depend on
3. Give the business a clear view of itself
- Prepare monthly management reporting, variance analysis and commentary that explains what happened and why
- Support the CEO with analysis on pricing, margin, cost and investment decisions
- Help build and maintain budgets, forecasts and cash visibility
- Track how our products, channels and clients perform commercially, and improve that picture over time
4. Keep the business well run and compliant
- Coordinate statutory, tax, audit and secretarial requirements with Group and external advisors
- Manage the administration of commercial contracts - tracking, renewals, routing to Group Legal for review
- Own procurement and vendor administration, and the operational side of IT and office needs
- Support HR for Tau, especially on recruitment, onboarding, and performance management, with Group People & Culture delivering
5. Support our expansion
- Assist with the corporate and administrative build-out of Tau's Vietnam (and potentially other international) operations, coordinating with Group, other subsidiaries,and external advisors
PROFESSIONAL QUALIFICATION/EXPERIENCE
We are looking for capability and trajectory rather than years served. This role is deliberately scoped to grow: as Tau scales, the remit will broaden into strategic finance, corporate services and regional expansion, and we would like the person in this seat to grow with it.
Required
- Degree in finance, accounting, business or a related field; part or full professional qualification (ACCA, CPA, CIMA, MICPA) is an advantage
- Around 4–8 years of experience in finance, covering both financial reporting and some element of analysis or business partnering
- Demonstrable experience improving or documenting a process, not only following one
- Comfortable and credible in Excel or Google Sheets; familiar with an ERP or accounting system
Valued, not required
- Experience within a larger group, shared services or parent company structure
- B2B services, education, professional services or a similarly project-based business
- Exposure to HR, legal, procurement or company secretarial matters
- Experience in a small or early-stage business where you covered ground beyond your job title
Explicitly not required
- Prior management of a team
- Technical legal or HR expertise — you will coordinate the expertise, not provide it
COMPETENCIES (KNOWLEDGE, SKILLS & ABILITIES)
Knowledge
- Sound grounding in financial and management accounting, month-end process and management reporting
- Practical understanding of how corporate functions — finance, HR, legal, procurement — fit together in a small business
Skills
- Analytical: you can build a useful picture from imperfect data and explain what it means in plain language
- Organisational: you track many small commitments across several parties without dropping them, and you are the reason things close on time
- Influence without authority: you can get reliable delivery from people who do not report to you, and keep the relationship good while doing it
- Documentation: you write things down clearly enough that someone else can follow them
- Communication: you can hold a conversation with a CEO, a Group controller and an external auditor and be useful in all three
Attributes and disposition
- A builder's instinct — drawn to the thing that does not yet exist, and content to make version one simple
- Careful, deliberate and systematic, with a genuine dislike of loose ends
- A learner's reflex: when you meet an unfamiliar idea, your first move is to understand it and look for the version that could work, not to explain why it cannot
- Ownership: you treat a problem as yours until it is solved, even when the work sits with someone else
- Comfortable with ambiguity and breadth, and able to prioritise when everything looks urgent
- Straightforward. You raise problems early rather than presenting them once they are unfixable
REPORTING & STRUCTURE
Reports to the President of Tau
SUCCESS MEASURES
Success measures in the first year are as follows:
- A management reporting pack exists, is trusted, and informs decisions
- Regular reporting happens on time and without the need for chasing
- Tau's core processes are documented, understood and followed
- The working relationship with Group functions is defined, calm and productive
- The President and other team members spend materially less time on administrative and corporate matters
