Group Chief Financial Officer

Who We Are Catalyst Capital is a profitable, bootstrapped holding company building a diversified financial services group - education, publishing, software, wealth and tax planning tools, investment products and proprietary trading technology - funded entirely from its own operating cash. We have never taken outside capital. The cash engine is Decentralized Masters, a DeFi education business that went from zero to 150+ people, 4,500+ paying members and roughly $48.6M of FY26 revenue at ~25% earnings before tax in four years. That engine funds everything else on this page. In build over the next 18 months - A lifestyle community membership - consumer membership economics, distinct from education. - A business mastermind on the Hampton model - high-net-worth peer community, recurring and relationship-led. - A regulated investment fund. The capstone. AUM reporting, investor relations, NAV calculation, fund administration, audit and regulatory infrastructure. At most companies this alone is a full-time CFO mandate. Why This Role Exists A single education business at this revenue and margin commands a private-market multiple in the mid single digits of earnings. A diversified group - education, publishing, software, wealth and tax planning tools, investment products and a regulated fund, each valued on its own sector methodology and connected by real shared-services and synergy architecture - is a fundamentally different asset. Closing that gap is the job. Concretely, you will: - Build the sum-of-the-parts valuation framework across every business unit, with a defensible methodology and comparables set for each. - Structure each entity so that it maximises its own multiple, and structure the group so the whole is worth more than the parts. - Take the group from founder-run reporting to institutional-grade financials that survive a quality-of-earnings review and a full due diligence process. - Take the group to market early - deliberately ahead of a formal process - and convert what buyers and advisers tell us into operational change while there is still time to act on it. - Build the group equity story and the materials that put it in front of institutional buyers, and run the process alongside the CEO and advisers. - Design the employee incentive architecture at group level, so the people who carry each unit are aligned before a transaction rather than after it. - Stand up the regulated fund and the investor infrastructure behind it. - Protect and improve the economics of the cash engine while all of the above happens. If DM slows, none of the rest matters. How This Role Is Resourced You are not being hired to close the books. A Finance Manager reports to you and owns day-to-day financial operations - the monthly close, the accounting system, payroll, reconciliations, deferred revenue schedules and the chart of accounts. Beneath them sit a Financial Controller and an Accounting & Payroll Specialist. What You Will Own 1. Enterprise Value & Capital Events (Primary) - Own the sum-of-the-parts valuation model: the methodology, comparables and defensible assumptions for each business unit, and the roll-up into a coherent group valuation. - Identify and drive the highest-value levers to increase group enterprise value - margin, retention, revenue quality, recurring mix, entity structure, and the synergy story between units. - Take the group to institutional readiness: three years of clean, comparable financials per entity, a quality-of-earnings-survivable position, a populated data room and a diligence-ready control environment. - Build the group equity story, the information memorandum and the management presentation, and be credible in the room with institutional buyers and their advisers. - Run the capital event process alongside the CEO and external advisers - buyer engagement, diligence management, negotiation support, and the post-transaction reporting obligations that follow. 2. Holdco Architecture, Systems & Synergy - Design the holding-company structure: which entities sit where, in which jurisdictions, and why - with counsel and tax advisers. - Select and implement the group ERP and consolidation platform. Own the selection criteria, the sequence and the delivery. - Build shared services where they create real margin and demonstrable synergy value, and resist them where they destroy unit-level clarity. - Set intercompany and transfer pricing policy across a group where one entity generates leads, another converts them, a third delivers the product and a fourth manages money - across the UAE, the US and potentially Europe. - Produce unit-level P&Ls that roll up cleanly and let leadership see which businesses earn their capital. 3. Capital Allocation Across Unlike Businesses - Own the framework that decides where the next dollar of operating cash goes - paid media, headcount, software build, fund seed capital, acquisitions or reserve - with an explicit hurdle rate and time horizon for each. - Allocate acr

1. Enterprise Value & Capital Events (Primary) - Own the sum-of-the-parts valuation model: methodology, comparables and defensible assumptions for each business unit, and the roll-up into a coherent group valuation. Identify and drive high-value levers to increase group enterprise value (margin, retention, revenue quality, recurring mix, entity structure, synergy storytelling). Prepare three years of clean, comparable financials, a quality-of-earnings-survivable position, a populated data room, and a diligence-ready control environment. Build the group equity story, information memorandum, and management presentation; engage institutional buyers and advisers. Lead the capital event process with the CEO and external advisers. 2. Holdco Architecture, Systems & Synergy - Design holding-company structure across jurisdictions with counsel/tax advisers; select and implement group ERP and consolidation platform; build shared services with demonstrable margin and synergy; set intercompany and transfer pricing policy across UAE, US, and Europe. Produce unit-level P&Ls to show earnings and capital return clarity. 3. Capital Allocation Across Unlike Businesses - Own framework for allocating operating cash (paid media, headcount, software, fund seed capital, acquisitions, reserves) with explicit hurdle rates and horizons; determine distribution of capital to maximize value.