Related-party disclosures that trip fintech groups

Founder loans, shared engineering costs, and brand licences between a Singapore parent and a Taiwan operating company appear ordinary until diligence week. Then the schedule is incomplete and every investor asks the same question twice.

Map entities first. Include dormant companies if they still hold contracts. List directors and shareholders who can influence pricing. Then pull every intercompany invoice for the period — not only the ones sitting unpaid.

Pricing language matters. “At cost” without a definition of cost invites restatement later. If the parent charges a mark-up, show the calculation and board acknowledgment. For investor due diligence support engagements we often spend as much time on related parties as on revenue samples, because gaps here undermine otherwise solid numbers.

Update the schedule when a new corridor or affiliate launches. Waiting for year-end is how quiet balances become loud findings.