Having made the leap from traditional banking to fintech innovation, Thorsten Seeger is now an independent adviser to lenders, helping drive the next digital revolution. Here, the former Funding Circle MD reveals his top strategic priorities for finance teams as they scale internationally and face further macro uncertainty. He also shares his (candid) views on why FX risk is a silent killer, and outlines how AI and automation are changing the rules of the game.

“Small finance teams have the power to make or break lending businesses – but only if they think smart. The secret is knowing how to turn complexity into opportunity.”

Thorsten isn’t a man to mince his words. He’s also no stranger to high-pressure environments. Throughout his career, spanning over 20 years in SME finance, he has driven transformations across both traditional banking and fintech lending. This included being an MD at Funding Circle when it went public in 2018 – a personal career highlight and a milestone that cemented the firm’s reputation as a true disruptor.

Through senior roles at Barclays, Lloyds, and European lender, October, Thorsten has also experienced the contrast of large (and in his own words, slow) financial institutions versus fast-scaling fintechs – including the daily struggles faced by lean finance functions.

“Small teams undoubtedly have it hard,” he admits. “It’s been especially tough the past few years, with so much macroeconomic uncertainty. The recent era of rapid interest rate hikes and geopolitical instability has hit lending businesses hard. Navigating that level of disruption requires clear strategies and strong collaboration, especially within small finance teams.”

Never one to be discouraged, Thorsten is adamant that lean finance functions aren’t a weakness. “If you focus on the right priorities, they’re an advantage in my book,” he argues. “The trick is being able to cut through the noise to focus on the activities that deliver value, like optimising cash flow, managing FX risk, and enabling growth.”

Functioning on the fly

This is perhaps easier said than done, though, when the pressure on finance teams feels relentless. “In a lending environment, you’re managing liquidity, regulatory compliance, and risk, all while supporting rapid growth. It’s pretty much like building a plane while flying it,” he quips.

International expansion adds another layer of complexity. “When you expand into new markets, you’re suddenly dealing with different regulations, tax systems, payment structures, and often multiple currencies. It’s easy to feel overwhelmed by the sheer volume of moving parts.”

As if that weren’t enough to contend with, another major obstacle is balancing operational efficiency with strategic impact. “Because lending is a regulated business, finance teams often find themselves stuck in reactive mode, handling compliance and reporting, when they really need – and want – to be thinking proactively about cash flow optimisation, FX risk, and funding strategy,” he notes. 

“That makes it tough for them to consistently deliver value, which is ultimately what’s needed in a scaling scenario.”

Strategies for success

Despite the challenges of international expansion, Thorsten has proved that they’re not impossible to overcome. “At October, I was in charge of lending operations across five European countries. I learnt a lot during that time, I can tell you! And as boring as it sounds, the key to getting international expansion right is thorough preparation,” he says. 

“You need to deeply understand the regulatory and financial landscape of every market you’re entering. Rushing into a country without that groundwork is just a recipe for disaster. Or to come back to my earlier analogy, it’s like flying a plane without wings.”

Organisational frameworks and targeted tech are critical components to scaling a lending business successfully, especially across borders, he believes. “To scale effectively, we built a centralised finance function that could adapt to local nuances while maintaining a single operational framework that could flex and grow with the business. 

“We also deployed tools that automated compliance and reporting, as well as cash flow monitoring, freeing up the team to focus on strategic decisions instead of being buried in the day-to-day.” In fact, Thorsten feels strongly that “you don’t need a huge team if you have the right tools. Targeted tech is the secret to punching above your weight.”

And AI is only adding more firepower. “AI and automation are no longer optional. They’re redefining what’s possible for small finance teams,” he says. “For example, we’re seeing AI-powered tools that can forecast cash flows with incredible accuracy or identify cost-saving opportunities that would have taken hours, if not days, of manual analysis.”

Meanwhile, “in FX risk management, automated platforms that connect directly to bank accounts and trading systems allow teams to monitor exposures in real-time and execute hedging strategies at the click of a button,” he explains. “That, for a lean team, is priceless – especially since FX can be such a huge headache as lenders grow internationally.”

Controlling currency chaos

FX risk isn’t a side issue for lending businesses, it’s a silent margin killer, believes Thorsten. “Predictability is absolutely critical to maintaining profitability in international markets. You can’t control currency volatility, but you can control how you respond to it.”

Transparency is critical, he believes, especially when dealing with investors and stakeholders, he advises. “You have to show that your FX strategy isn’t speculative. It’s about stability and risk reduction. This builds confidence in your financial planning. And if tech can help you do that, then so much the better.”

Embrace technology that simplifies

Despite being a staunch tech believer, Thorsten is quick to caution against blindly adopting the latest tools. “It’s tempting to chase every new piece of tech, but you have to ask whether it actually solves your core problems. The best tools are the ones that remove friction, rather than adding complexity.”

And while he is an early tech adopter in his personal life, Thorsten advocates a more measured approach in business. “Cybersecurity is a major concern, especially in lending businesses where you’re dealing with sensitive financial data,” he notes. “You have to jump through all the hoops to make sure any new technology is secure and doesn’t expose your business to unnecessary risks.”

He also highlights the importance of testing and piloting tech before rolling out solutions at scale. “Run controlled experiments. Test how the technology performs in real-world conditions before committing fully. You have to be sure before flipping the switch…or you might be in for a crash landing.”

Plan for volatility 

Having a solid tech stack will be even more critical for lenders going forward, Thorsten predicts, given that the operating landscape is only getting more complex. 

“Geopolitical uncertainty isn’t going to go away as 2025 unfolds. Events like the change of political leadership in the US and ongoing tensions in the Middle East will continue to drive FX volatility and economic fragmentation,” he warns.

For finance teams, especially ones that are already overstretched, the focus needs to be on building resilience and taking charge of what you can control. “You can’t predict FX swings or geopolitical shifts, but you can make sure your business is built to handle them.”

In Thorsten’s view, that starts with having the right tools, clear strategies, and a team that knows how to respond under pressure. “It’s not about how many people you have. It’s about building trust and having effective systems and frameworks in place to help deliver stability in an unstable world. If you get that right, you’re already ahead of the game.”