Tony Ho.Commercial & Operations Executive

I build the financial and operating systems that let businesses scale, without scaling headcount.

A CPA who builds the systems, not just signs off, bringing automation and AI into finance and operations across industries and markets.

$110M+ P&L (peak)·3 industries·CPA + Computer Science·TW · JP · AU
Most finance leaders read the numbers. A few of them build the machine that produces them.
Tony Ho, CPA
The Operator

A CPA who builds the machine, not just signs the accounts.

Most finance leaders read the numbers. I build the machine that produces them. A CPA paired with a Computer Science engineer's hands, I take finance and operations, at any size or stage, and turn them into systems that scale: cleaner data, automation and AI where it counts, and governance that holds to the highest standard. The same operating model, proven across very different industries.

That shows up as one repeatable habit, carried across industries that look nothing alike.
The Cross-Industry Method

One operating system, many industries.

Kitchen to workshop

Re-applied a Japanese quick‑service kitchen workflow model to automotive service‑workshop operations.

Labour-hours to delivery

Adapted a workshop labour-hours and utilisation system to manage a remote, multi‑country Account Management team.

Per-job profit to e‑commerce

Ported a per-job profitability framework into an e‑commerce coaching and consulting delivery model.

Governance, any industry

Align finance, accounting and operations to the industry benchmark, every structure fully compliant and audit‑ready to the highest standard.

It isn't theory. The same move has rebuilt a burger franchise, an automotive group and an auto-parts importer.
The Track Record

Where the method has been proven.

$110M+
Group P&L led
$40M+
New revenue added
80+
Team led across Finance, IT & Ops
3
Industries, one operating model
2026 — Present

Commercial Director / eCom Capital

Remote (Global)

Brought in to rebuild a chaotic early-stage finance and operations foundation and engineer it to scale through systems, not headcount, the base the next growth phase runs on (detailed below).

2021 — 2026

Financial Controller / Townsville Auto Group

Townsville, QLD

Recruited mid-COVID into a business in disarray; stabilised it and grew turnover from $70M to over $110M. Lifted reporting to a fully auditable, industry‑benchmark standard (GPFR), reinvented the commission model, and led the expansion that added $40M+.

2017 — 2021

Finance Manager / General Manager / MOS Burger Australia

Brisbane, QLD

Aligned a tri-national board (TW/JP/AU) on a single agenda; won approval for a $3.5M investment case and full product relaunch; re-engineered the supply chain and launched $800K+ export streams.

2015 — 2017

Accountant / CJ Motor Accessories

Brisbane, QLD

Led an e‑commerce transformation for a $5M auto‑parts importer: 5× online listings, conversion 2% to 5%, and $500K+ in new product-line revenue.

2010 — 2011

Portfolio Manager / Mega Financial Holding

Kaohsiung, Taiwan

Began career client-facing at one of Taiwan's largest financial groups, turning market analysis into client strategy for retail and high‑net‑worth investors.

Group turnover scaledTownsville Auto Group
$70M$110M+
The latest test was the hardest kind: a business with no clean structure to inherit.
The Current Build

From a chaotic foundation to a business built to scale.

Commercial Director  /  eCom Capital  ·  Remote (Global)  ·  2026 — Present

When I joined eCom Capital, the finance function was running on an improvised foundation: a P&L that no longer reflected reality, and an automated invoicing system quietly issuing invoices incorrectly. No one could trace a sale cleanly through to a dollar. So I rebuilt the foundation. I reconstructed the P&L from the ground up, rebuilt the entire invoicing system from scratch, and made the whole sales‑to‑dollar flow transparent and auditable end to end, every channel and product traceable. Then I brought AI directly into the finance and accounting workflow, turning work that took days into a near-instant, fully governed pass. The point was never headcount. It was to let the business scale through systems, the same way I have built every operation before it.

Systems and AI do the heavy lifting now. The part they can't do is read a room across three cultures.
The Human Edge

Fluent across three business cultures.

AI can translate words. It cannot align a Taiwanese founder, a Japanese board and an Australian team around one plan. I am genuinely fluent across all three cultures and the management styles that come with them, and reconciling those expectations into a single agenda is the part of this work that stays human.

English · Mandarin Chinese · Taiwanese (native)
Put together, here is what that adds up to.
What It Adds Up To

Core competencies.

P&L Ownership & Growth

Full accountability for complex, multi‑site P&Ls, with growth and turnaround across the cycle.

Turnaround & Transformation

End-to-end turnarounds, restructuring and scaling across diverse industries.

AI-Driven Finance Automation

Governed automation across reconciliation, audit, forecasting and close, control‑first.

Financial Governance

Aligning every structure to industry‑benchmark standards (such as GPFR and AASB 15), audit‑ready, with audit management (PwC, BDO) and board relations.

ERP / HR / POS Systems

Personally deployed end‑to‑end systems, owning the rollout directly with vendors and IT.

Board & Stakeholder Alignment

Aligning boards, investors and senior teams behind a single commercial agenda.

Certified Practising Accountant (CPA)

CPA Australia · 2016

M. Commerce (Adv.), Professional Accounting

The University of Queensland

M. International Economics & Finance

The University of Queensland

B. Computer Science & Information Engineering

Tunghai University, Taiwan

The method travels. The next one could be yours.
Let's Talk

The next build.

+61 421 367 538linkedin.com/in/tony-ho-cpaBrisbane / Gold Coast, Queensland, Australia