01 / SIGNAL
RMB 300m+Total financingMulti-round strategic capitalInvestor relationsValuation anchorDiligence execution
YAI FINANCE
RYAN · CPA · FINANCE STRATEGY × AI PRACTICE
Finance that sees the business.
AI that moves it forward.
Finance that understands the business, and AI that reshapes how it grows.
INTRO / HELLO, I'M RYAN
Beyond finance, into the businessI work where finance meets the operating reality.
· A dual foundation in finance and operations
Big Four audit and advisory training, combined with first-line operating and management experience in technology ventures.
· Connecting capital, finance, and the business
I connect capital operations, finance management, and business growth in one decision framework, allowing operating facts, financial judgment, and the capital-market view to reinforce one another.
· Improving the business through the variables that matter
I look past results to the drivers behind them, identify the variables shaping growth, efficiency, and cash, and turn that judgment into budgets, workflows, data, and organisational action.
· Using AI to build reusable organisational capability
I embed AI in finance and operating workflows, turning validated methods into systems that teams can run, repeat, and improve.
CPAChina CPARMB 300m+Total financing2023Applied AI begins
READ THE FULL INTRO ↗02 / SIGNAL
30 provinces · 6,000+Group operating scaleNational analysis and risk managementOperating analysisRisk managementOrganisation design
03 / SIGNAL
3 countriesOverseas expansionCross-border transactions, government projects, regional platformsCross-border settlementLocal governanceJV platform
04 / SIGNAL
RMB 10mAI cost optimisationCloud cost drivers and budget governanceAI bill interpretationCost classificationBudget control
EXPERIENCE
From professional foundation to operating leadership.
Four stages of expanding responsibility: from professional delivery, to scaled operations, to capital, organisation, and AI systems.
2014
VIEW THE FULL EXPERIENCE ↗A global Big Four firm
→2016Audit & Advisory Associate
15+ engagements built the professional base in finance, controls, and capital markets.
A leading Chinese fintech group
→2020Finance Manager
Led a nine-person team across 30 provinces and a 6,000+ person sales organisation.
An AI-security venture company in Chengdu
→2023Finance Director & Chairman's Assistant
Joined the core management team, connecting financing, operations, and governance.
A leading AI-application company in Hangzhou
Finance Director
Use capital, operating systems, and AI workflows to create enterprise value.
VALUE CREATION
Three Value-Creation DomainsCapital · Operations · AI systems
Different business problems still return to facts, judgment, and action.
01
01
Capital & Strategic Finance
Start with operating facts, validate them through finance, and make the value legible to capital.
Fundraising, diligence, valuation anchors, and global capital-market readiness.02
02
Operating Finance
Connect revenue, cost, cash, and organisation so the business can act from one operating loop.
Budgeting, management analysis, cost governance, controls, and customer economics.03
03
AI-Enabled Finance
Test the method in a real workflow, then turn the useful judgment into a system people can run.
Operating cockpits, AI agents, finance automation, and local-first data workflows.AI LABS / SYSTEMS IN ACTION
Beyond the method. See the system at work.A working prototype for a finance or operating question.
Each demo starts with a real business question, then makes the architecture and interaction visible. All public data is simulated.
OPERATING INTELLIGENCE · PUBLIC
Founder / CFO Operating Cockpit
Change the growth scenario and see revenue, gross margin, cloud cost, and cash runway move together.LAUNCH ↗FEISHU × OPENCLAW WORKFLOW02
FEISHU × OPENCLAW WORKFLOW · PUBLIC
Invoice & Expense Copilot
Turn scattered invoice PDFs into a checked, archived, and draft-ready expense claim.LAUNCH ↗RESEARCH INTERFACE03
RESEARCH INTERFACE · PUBLIC
Industry Research Workbench
Explore value pools, structural variables, and research hypotheses across an industry map.LAUNCH ↗OFFLINE-FIRST REPORTING04
OFFLINE-FIRST REPORTING · PUBLIC
Enterprise Statistics Reporting Assistant
Turn three days of manual statistical reporting into a traceable review workflow.LAUNCH ↗EXTERNAL INTELLIGENCE / DECISION SYSTEM05
EXTERNAL INTELLIGENCE / DECISION SYSTEM · PUBLIC
CFO SIGNAL DESK | Market Intelligence Radar
Turn policy, industry, supply-chain, and capital-market changes into traceable, decision-ready operating signals.LAUNCH ↗All visual data is simulated and used to demonstrate analysis methods and product interaction.
FEATURED CASE / 01
From Challenge to Breakthrough: A Case in FullCapital diligence, data credibility, and the final financing window.
CAPITAL READINESS / 2023.12CONFIDENTIALITY-SAFE
ROUND CLOSEDRMB 120m
financing delivered
ReconcileDiligenceNarrativeClose
CAPITAL & STRATEGIC FINANCE
Rebuilding the financing narrative under diligence pressure
With the year-end financing window closing, I brought fragmented revenue, retention, and cost data into a defensible diligence story and moved a stalled strategic round to closing.
RMB 120mWith the year-end financing window closing, a stalled strategic round moved into substantive diligence and reached closing.
VIEW FULL CASE ↗SELECTED WORK
Beyond the Result: How We SucceedWork shown through context, judgment, and operating consequence.
12 CASES / ALL VALUE-CREATION DOMAINS
CAPITAL01
CAPITAL01CAPITAL / FINANCIAL CREDIBILITY2023.10 — 2023.12
Rebuilding the financing narrative under diligence pressure
RMB 120m · Round closed
VIEW CASE ↗
OPERATIONS02OPERATIONS / COST GOVERNANCE2024
Cost drivers and budget governance for an AI business
RMB 10m+ · Annual overspend avoided
VIEW CASE ↗
DATA & AI03OPERATIONS / DATA GOVERNANCE2024
From control redesign to real-time revenue visibility
1 system · Integrated operating finance
VIEW CASE ↗RISK04
RISK / COMPLIANCE04RISK / INNOVATION-BUSINESS TAX2026
Resolving RMB 10m of tax exposure in an innovative business model
RMB 10m · Potential exposure addressed
VIEW CASE ↗CAPITAL05
CAPITAL05CAPITAL / CROSS-BORDER FINANCING2026
Translating business value into global capital-market language
Global lens · Capital-market positioning
VIEW CASE ↗OPERATIONS06
CAPITAL06OPERATIONS / CAPITAL & GOVERNANCE2020 — 2023
Turning an AI-security financing into an operating control tower
RMB 80m · Financing delivered
VIEW CASE ↗RISK07
OPERATIONS07RISK / QUANTITATIVE OPERATIONS2016 — 2020
Using quantitative models to see through cash-flow and operating risk
1–3 months · Earlier liquidity warning
VIEW CASE ↗
DATA & AI08SYSTEMS / DECISION INTELLIGENCE2016 — 2020
From business database to management decision: a finance BI system
One view · Decision intelligence
VIEW CASE ↗
RISK / COMPLIANCE09RISK / CASH-FLOW MODELLING2016 — 2020
Turning collection behaviour into a lifecycle cash-flow forecast
Lifecycle view · Cash visibility
VIEW CASE ↗
OPERATIONS10OPERATIONS / MANAGEMENT REPORTING2016 — 2020
Splitting one P&L into two operating lines
Two engines · Clearer accountability
VIEW CASE ↗GROWTH11
GROWTH11GROWTH / CUSTOMER ECONOMICS2026
From revenue outcomes to a customer-lifecycle growth system
One system · Customer economics
VIEW CASE ↗OVERSEAS12
OVERSEAS BUSINESS12OVERSEAS / CROSS-BORDER OPERATIONS2026
Overseas market expansion and cross-border execution
Algeria · Government market
VIEW CASE ↗INSIGHTS
Insights: The Thinking Behind Better BusinessFinance · Management · Capital · Industry · Cross-Border
INDUSTRY RESEARCH01
2026.088 min
In programmatic advertising, the profit pool is efficiency—not traffic.
When I assess advertising technology, I follow how value moves across traffic, technology, and budgets—and who can turn efficiency into durable margin.
READ THE INSIGHT ↗CAPITAL / GLOBAL EXPANSION02
2026.089 min
When expansion and an IPO coexist, the cap table must answer who controls, creates, and exits.
A global holding-company design should begin with control, value creation, tax, data, and exit—not with a preferred registration address.
READ THE INSIGHT ↗CROSS-BORDER TAX03
2026.087 min
For cross-border service charges, the hard part is proving who benefits.
A defensible service-fee model starts with substance, evidence, and a payment chain—not with a convenient allocation percentage.
READ THE INSIGHT ↗NEXT CONVERSATION
Cutting through complexities.
Start with a specific question.
Bring a financing decision, an operating bottleneck, or a workflow worth testing.
EMAIL RYAN ↗reinhard_yan@163.com