About
Reshaping the finance function — built by a finance professional.
Who you're working with
Thomas Fahy
Brisbane-based commercial finance professional and founder of Fahy Advisory. Ten+ years across Australia, New Zealand, Canada, and the United Kingdom — project finance, FP&A, and analytics, with experience across property, construction, e-commerce, utilities, and professional services.
Designed and built the Fahy Advisory platform end-to-end — the Xero data pipeline, the commentary engine, the dashboard layer. Self-taught the engineering required to deliver it, then wrapped it in the discipline the numbers demand: every formula unit-tested, every figure reconciled to within ±1% of your source records, every page machine-checked and then signed by hand. The system reflects what a finance professional actually looks at every month — not what a software PM thought would look impressive.
Deliberately not a registered accountant or tax agent — that lane belongs to your accountant, and we stay out of it. We don't lodge BAS or tax returns, don't hold an AFSL, and don't advise on financial products; when something falls outside our lane we say so and refer you on. Ours is the lane that's usually empty: turning your numbers into monthly decisions, and making sure they get acted on. The unglamorous credentials are in place too — professional indemnity insurance, and a plain-English engagement letter with clear scope boundaries.
Qualifications
- •Bachelor of Commerce — Accounting & Commercial Law · Victoria University of Wellington
- •Level 5 Certificate — Professional Consulting · Chartered Management Institute, London
Why this exists — in Tom's words
"In ten years inside finance teams I saw every combination: brilliant reporting that landed on an owner's desk and changed nothing, and sharp owners flying blind because everything they were given was noise. The uncomfortable lesson is that reporting alone doesn't change a business — and neither does a good owner. It's the loop between them that does."
"So I built both halves. The reporting had to be exceptional — computed by code, reconciled to source, sharpened by AI, signed by a person. But the half most firms skip is the accountability around it: a roadmap set against your goals, a monthly governance conversation, and a Decision Ledger that writes down every recommendation and grades it against next month's actuals — mine included. It leaves very little room for the numbers to be politely ignored. By either of us."
"The real product is the habit. Most owners were never taught to read their own business — nobody ever walked them through it. We do, every month, until looking at performance stops feeling like homework and starts feeling like the advantage it is. That's the moment a business changes: not when the report arrives, but when the owner starts thinking like its CFO."