01
Leadership review
Thomas Fraser
Chief Financial Officer · Canada · Global perspective
Capital discipline. Strategic clarity. Sustainable value.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
Highlights
The year, and the years before it, at a glance.
$2.4 bn
Capital raised
Equity, debt and a cross-border listing
380 bps
Margin expansion
Over four reporting years
0
Qualified audit opinions
Across twelve reporting periods
11
Transactions closed
Acquisitions, divestments and JVs
A letter from the chief financial officer
Dear reader,
Finance earns trust by making the economics of a choice visible. I combine discipline in cash, controls and reporting with constructive challenge on investment and growth. A clear explanation of uncertainty is more valuable than precision that the underlying assumptions cannot support.
I work with boards and executive teams to connect financial discipline with strategic possibility. My leadership spans capital allocation, performance management and finance transformation, with a particular interest in the quality of the decisions behind the numbers.
Thomas Fraser
Chief Financial Officer
Strategic priorities
Where I focus my leadership.
02
Financial governance
03
Investor relations
04
Mergers & acquisitions
Performance
What the priorities delivered.
Priority outcome 01
Capital allocation
Competing business proposals were being evaluated on inconsistent assumptions. I introduced a shared investment framework that made strategic fit, cash requirements, downside exposure and decision ownership explicit. The board could compare opportunities on a common basis, and business sponsors retained responsibility for the assumptions that underpinned their cases.
Priority outcome 02
Finance transformation
Finance reporting had become a collection of local processes rather than an enterprise view. We redesigned the reporting calendar, reconciled key definitions and separated repeatable production work from commercial analysis. The programme brought finance and operating leaders into a shared discussion of performance, with clearer controls around the underlying information.
Priority outcome 03
Value creation
During a portfolio review, I worked with business leaders to distinguish reported growth from the quality of the economics behind it. We examined resource intensity, working-capital patterns and the capabilities required by each strategic option. The resulting conversation gave the board a more considered basis for deciding where management attention and capital belonged.
Year in review
A career, chapter by chapter.
- 2020 — Present
Chief Financial Officer
Aldermoor Group
Leading capital allocation, financial governance and enterprise performance discussions. Connecting the board's long-term value agenda with cash visibility, investment appraisal and operating accountability.
- 2016 — 2020
Vice President, Finance & Business Performance
Fairhaven Holdings
Built commercial finance capability alongside operating leaders, improving the connection between reporting, forecasts and business decisions. Developed finance teams able to challenge assumptions and explain the economics of performance.
- 2012 — 2017
Group Treasurer
Harrow & Vale Industries
Rebuilt the funding structure ahead of an expansion cycle, reducing refinancing concentration and introducing a liquidity framework the board could read in one page.
- 2007 — 2012
Director, Financial Planning & Analysis
Meridian Consolidated
Connected the operating plan to capital allocation for the first time, giving business heads a shared view of returns, risk and cash.
Governance
Board and committee service.
Current appointments
Calder Logistics
Independent Director
Audit (Chair) · Risk
2021 — Present
Westmoor Housing Finance
Non-Executive Director
Audit · ALCO
2018 — Present
Previous appointments
The Lakeshore Foundation
Honorary Treasurer
Finance & Investment
2016 — 2022
Committee experience
- Audit
- Risk
- ALCO
- Finance & Investment
Stakeholder voices
What those I have served alongside say.
Turns a complex balance sheet into a decision the whole board can own. Investors trusted the numbers because they trusted the person.
Discipline without rigidity. The finance function became a partner to the business, not its referee.
Outlook
Perspectives on what comes next.
A forecast is a map of assumptions
Revenue, margin and cash forecasts depend on choices about demand, pricing, capacity and working capital.
Read the essayCapital allocation needs a common language
Two investment cases can appear comparable while using different assumptions about risk, time and resource demands.
Read the essayThe finance transformation beyond faster reporting
A faster close creates capacity, but the value depends on how that capacity is used.
Read the essayRecognition
Awards & honours
- CFO of the Year — Large EnterpriseThe Finance Leaders Forum2024
- Best Investor Relations, Mid-CapCapital & Governance Quarterly2023
Media
In the news
Capital & Governance Quarterly · 2025
“Capital allocation is a leadership decision, not a spreadsheet”
The Finance Leaders Forum · 2024
“Inside a cross-border listing in eleven months”
The Boardroom Review · 2023
“What audit committees should ask about cash”
An invitation
Looking ahead with Thomas.
Board appointments, advisory mandates and conversations about the decisions ahead.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@thomasfraser.example