Finance Strategy
Finance Strategy
The goal is to make Staffinc structurally stronger and create the next phase of growth.
These aren't separate workstreams — they . Cheaper debt increases our acquisition capacity. Regional acquisitions open new markets for offshore services. And international revenue diversifies us away from the Indonesia-only risk that's capped our growth.
Pillar 1
Debt & Working Capital
The problem we're solving
We have been over-reliant on expensive, fragmented lending — 20+ lenders, with cost of funds that reached 23%+ at some facilities. This slows growth and eats margin.
Where we are now
Closed a new SMBC facility at 9.25% effective CoF (IDR 24bio), replacing Modalku (23.52%), Alami (23.58%), and LIP (19.8%). Blended CoF hit 1.09% against a 1.4% target. A term sheet from MyNavi Bridge at ~10% CoF is in negotiation.
Pillar 2
M&A & Regional Expansion
The problem we're solving
Staffinc's TAM in Indonesia is capped. Scaling beyond it requires either acquiring existing players in adjacent markets or building from scratch — and acquisition is the faster, more defensible path.
Where we are now
Pipeline of 17 companies screened across Malaysia and Singapore; 10 dropped, 5 in active exploration, 2 at LOI stage. Commercial reviews completed across white-collar staffing, CX, general staffing, and field sales/merchandising. Acquisition financing terms received — negotiations underway.
Pillar 3
International Organic (Offshoring)
The problem we're solving
Our revenue is almost entirely Indonesia-denominated. International clients pay in USD/SGD, carry higher GP margins, and provide geographic diversification. We have the talent supply. We need the demand infrastructure.
Where we are now
Spent the first two months validating which segments have the strongest international demand signal — Vietnam/IT staffing emerged as highest fit. Revenue at $0; conviction on the model is established.
How These Connect
| Q2 | Q3 | Q4 | |
|---|---|---|---|
| Debt | 50% off Helicap, new lenders secured | Full Helicap sunset, institutional facility live | Financing playbook institutionalised |
| M&A | First deal closed (≥51% stake) | 50% integration, second target scoped | Full integration, M&A engine documented |
| Offshoring | Commercial infra built, 15 HQLs | $100K GP, 2 recurring accounts | Second vertical launched, pipeline scaled |
The sequencing matters: Q2 is the execution quarter. If we close the acquisition and establish the offshore commercial motion in Q2, Q3 and Q4 become about compounding — integrating, scaling, and systematising.