In conversation with CFO Australia’s Olivia Angsioco
We are thrilled to share that Olivia Angsioco has joined CFO Australia as our new fractional CFO. From leading M&A integrations to rebuilding entire finance functions, Olivia has wide-ranging experience across sectors when it comes to finance. So, our QnA had to get into the detail of her work. But in doing that, we discovered a whole other side to this finance leader. Dive in.
Q. Firstly, I’m keen to talk about these very recognisable logos on your CV! An exciting career journey, no doubt. Could you please share some highlights with our readers?
Thank you so much. I’ve been fortunate to work at some very well-known organisations, all at very different stages and with very different missions.
At the NRL, for example, I gained valuable experience working within a large, high-profile sporting organisation where governance, budgeting and stakeholder management were critical. At WWF Philippines, I saw first-hand how important financial stewardship is in the not-for-profit sector, ensuring every dollar supports meaningful outcomes.
My hospitality experience with Wagamama taught me the importance of operational finance, while The Fork, part of the TripAdvisor Group, introduced me to the fast-paced world of technology and digital marketplaces.
More recently, my work in technology has centred around scaling businesses, improving reporting, strengthening commercial decision-making and supporting sustainable growth.
Looking back, each role has added another layer to how I approach finance today.
Q. Such a diverse mix there…
Yes, I’ve worked in technology, hospitality, tourism, not-for-profit, and digital marketplaces. Every business has different products and customers, but they ALL need visibility over what is driving performance.
Q. Speaking of which, your CV also mentions ‘aligning finance with commercial performance.’ What does that look like in practice?
A. For me, aligning finance with commercial performance begins with understanding what sits behind the numbers:
- Which customers or markets are most profitable?
- Which products or services generate healthy margins?
- Where is the business spending time without creating any value?
When finance starts answering these questions, instead of simply reporting historical results, conversations become much more strategic. Leaders can make better pricing decisions, allocate resources more effectively and focus on sustainable growth rather than reacting to last month’s numbers.
Q. We chatted briefly about your work with stretched teams and implementing scalable infrastructure: I’d love for you to take our readers through your approach to this.
Throughout my career, I’ve often joined businesses during periods of growth where the finance team was expected to do more without necessarily having more resources.
Rather than immediately adding headcount, I look at how we can improve systems, simplify processes, and remove repetitive work. In practice, this has meant things like:
- implementing automation
- redesigning processes
- improving reporting
- introducing better controls and
- making sure systems talk to each other
At Bird & Bear Group, for example, we focused on streamlining finance operations while supporting a growing business with multiple entities and high operational complexity.
Here, from the company’s perspective, scalable infrastructure was about more than just efficiency. It meant a more reliable finance function where reporting was delivered faster, leadership had greater confidence in the numbers, and a team that worked with insights, not just data.
Q. To any organisations out there who may want to work with you, tell us what kind of businesses do you enjoy working with? What kind of projects are you excited to take up at the moment?
I enjoy working with founder-led businesses, growing SMEs and organisations that are at an inflection point: where they have outgrown basic bookkeeping but don’t yet need a full-time CFO; or those that need strategic exec-level advice but cannot justify the costs of onboarding someone full-time.
Personally, I’m most energised by businesses that are open to improvement. They don’t need to have everything figured out; they simply need leaders who are curious, willing to ask questions and committed to building something sustainable.
The projects I enjoy most involve:
- improving systems
- creating meaningful reporting
- strengthening cash flow and
- helping business owners gain clarity and confidence in their decision-making
Q. Thinking about your career accomplishments and transformations you’ve led, are there any that stand out?
I’m probably most proud of building finance functions and teams that people trust.
One example was helping a company transform ‘finance’ from a transactional function into a genuine business enabler. Rather than finance being seen as the team that says ‘No’, we became the team that enabled leaders make informed decisions.
Mentoring and developing people along the way is another achievement that’s close to my heart. Processes and systems can always be improved, but seeing someone grow in confidence, take ownership, and become a stronger finance professional has been one of the most rewarding parts of my career.
Q. People and Trust. Arguably the two most important things in business. Olivia, what do the best CFOs do better than the rest?
The best CFOs make finance accessible.
Technical expertise is expected: it’s the foundation of the role. To me, what differentiates exceptional CFOs is their ability to translate financial information into practical business decisions.
A good CFO reports what happened. A great CFO helps explain why it happened, what it means, and what should happen next.
They’re equally comfortable discussing strategy with the board, solving operational challenges with managers, and helping business owners sleep better because they fully grasp where the business is heading.
Q. Today’s leaders are always learning and upskilling: can you share with us a recent experience or event that turned into a learning moment? Could be a line from a book or a conversation that triggered an a-ha moment?
One of my biggest learning experiences this year had nothing to do with finance.
I recently completed training in sound facilitation and yoga teacher training. While it might seem unrelated, it reminded me that leadership isn’t always about having the loudest voice or having all the answers. Sometimes it’s about creating space for others to think clearly and make better decisions.
It also reinforced something I’ve always believed: continuous learning doesn’t have to stay within your profession. Some of the most valuable lessons come from stepping outside your comfort zone and bringing fresh perspectives back into your work.
That experience has made me a calmer leader, a better listener and, I believe, a better CFO.
Q. No doubt about it! Finally, what do you want people to know about our organisation, CFO Australia?
CFO Australia is helping bridge an important gap for Australian SMEs. Many growing businesses have outgrown bookkeeping and accounting support but aren’t yet at the stage where they need or can justify a full-time CFO. Providing access to experienced finance leaders on a fractional basis gives those businesses strategic financial guidance when it can make the greatest difference.
It’s also creating opportunities for experienced CFOs who are looking to build portfolio careers working alongside a few businesses, contributing strategic expertise where it’s needed most, and building closer partnerships with business owners.
I think that’s a positive evolution for the profession, benefiting both SMEs and finance leaders alike.
Q. I’m calling it: this Q&A is a must-read for every finance leader out there! Thanks for being so generous with your time and giving us a detailed look at your approach to finance. We are incredibly lucky to have you here at CFO Australia.
A. My pleasure. Thank you once again!
About Olivia
Olivia Angsioco is a CPA-qualified CFO working with founder-led SMEs across hospitality, technology, and multi-site businesses in both part-time and fractional capacities.
With a hands-on, outcomes-focused approach, Olivia has helped numerous businesses move from reactive to structured by bringing clarity to their numbers, strengthening reporting, and aligning finance with commercial performance.
Olivia is confident stepping into underdeveloped or stretched finance environments and building the foundations needed to support growth. Equally, her skills have seen her implement scalable infrastructure by fundamentally transforming systems and operational finance processes.
With prior experience as both CFO and COO, Olivia brings a balance of strategic oversight and operational depth—particularly valuable in founder-led businesses that need clarity, accountability, and momentum.
Reach out to Olivia with your queries at 📩 oangsioco@azuregroup.com.au or call Azure Group for more information 📲 (02) 9238 1188. If you have questions about our CFO services, you can also drop us line here.
About CFO Australia
From finance and accounting to strategy and business development, our fractional CFOs go beyond helping to manage your bottom line to driving strategic growth for your business. Learn more about our CFO services here.
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This article is intended to provide general information only, and is not to be regarded as legal or financial advice. The content is based on current facts, circumstances, and assumptions, and its accuracy may be affected by changes in laws, regulations, or market conditions. Accordingly, neither CFO Australia any member or employee of CFO Australia or associated entities, undertakes responsibility arising in any way whatsoever to any persons in respect of this alert or any error or omissions herein, arising through negligence or otherwise howsoever caused. Readers are advised to consult with qualified professionals for advice specific to their situation before taking any action.
