Eighteen Years in the Field, Then a Different Kind of Brief
Seema Nair trained as a journalist before moving into philanthropy and the development sector nearly two decades ago. Over eighteen years, she held leadership and management roles across a range of organisations — always in the doing of things, always close to implementation.
What she kept observing was a particular blind spot. Organisations absorbed in execution — in implementing programmes, managing teams, meeting mandates — often lose sight of the importance of building systems and processes. The gaps that prevent scale, deepen impact, nurture innovation or enable real growth tend to open precisely where nobody is looking. She wanted to occupy that space: close to the work, but far enough back to see it whole.
That insight became First Principles Advisory — a research and consultancy practice working with for-profit businesses, non-profits, philanthropy organisations and government. The name is deliberate. Every engagement starts by returning to first principles: asking why an organisation wants to do what it is proposing, what assumptions underpin that reasoning, and whether those assumptions hold up when tested from multiple perspectives.
“When you hire us for something, don’t look at us as a partner who will go away with the problem and come back with solutions. We are going to keep coming back to you, keep picking your brain, and keep challenging you to redefine the problems so that all of us co-create and collaborate on the process.”
The consultancy launched operationally in mid-2024 and took on its first client by October. By early 2025, it had already completed two significant engagements: a full structural reorganisation of a 300-person organisation — from field interactions all the way up to leadership — and the design of a media fellowship programme for a philanthropy organisation, including due diligence on potential partners and operational models. A third project, spanning six countries and running through August 2025, was already underway.
Seema runs First Principles Advisory as the sole full-time employee, drawing on a carefully curated roster of around fifteen specialist consultants — researchers, pedagogists, technologists and programme designers — who join projects as required. The decision to incorporate in Singapore, rather than in India, was intentional: the business was built to serve a regional and international clientele, and the brand needed to reflect that from the outset.
Incorporating with Confidence — How Osome Came Into the Picture
Osome came to Seema through word of mouth — a friend already based in Singapore who recommended the platform when the question of incorporation came up. The process that followed was swift and well-guided. The Osome team walked her through each step: what the processes entailed, what the payments were for, and what to expect at every stage.
Once incorporation was complete, Osome referred her to banking options suited to the company’s expected turnover — allowing her to make an informed choice rather than navigate the landscape independently. Over time, the banking and accounting systems began speaking to one another, creating an integrated, seamless financial picture.
“It happened very, very quickly — they guided us on the incorporation, what the processes were, why we were doing what we were doing. And then, as soon as all of that was done, they referred us to different banking options. That was really helpful because I was able to make an informed decision.”
The security of the platform also made an impression early on. When a fraudulent charge appeared on a newly issued card, Seema contacted Osome. Within four hours, the card was locked, and a repayment for the fraudulent transaction was confirmed. In a climate where financial security demands are increasingly complex, that responsiveness carried real weight.
I immediately asked for the card to be locked, and in four hours it was done — and I also got a repayment on the fraudulent transaction. It’s a safe system. In these tricky times, you couldn’t be safer.
Accounting from the Start — Why It Made All the Difference
Many early-stage founders defer accounting until the first tax return looms. Seema took the opposite approach — getting accounting support in place from day one, working with the Osome team to understand how to manage receipts, vouchers and balance sheets from the very beginning. The two completed quarters of bookkeeping that followed gave her a clear, current picture of exactly where the business stood financially.
The quarterly rhythm has become a foundation. Each quarter, the Osome team flags missing bills and walks her through how the balance sheet ties off. Rather than a year-end scramble, Seema always knows how much money is coming in, how much is going out, and what the full-year picture is likely to look like. That visibility, she says, gives her genuine confidence to run the business.
“I know that I’m not behind on anything, and I feel like I’m on top of my game. I know how much money is coming, how much money is going, and what this all looks like at the end of the year. That gives me a lot of confidence.”
The human dimension of the relationship has also stood out. Seema singles out Muhammad from the Osome team — warm and supportive, but firm when it matters: reminding her of outstanding vouchers, flagging the tax implications of missing submissions, and staying on top of deadlines even when she is travelling. In a founder-led organisation with money constantly moving in and out, that combination of friendly tone and professional rigour has proven invaluable.
I’ve just been able to manage all of this on my own simply because of the kind of support that I get from Osome on the accounting. It almost always feels like there’s someone friendly who’s helping me with this.
Go Slow, Build Deep — Seema’s Advice to New Founders
The time savings are real — Seema estimates she saves at least three hours a week by having Osome manage her accounting — but she frames them as part of something larger. The impetus when starting a new organisation, she observes, is to focus almost entirely on generating clients and revenue. Internal processes, the “why” behind the work, the quality of contracts and banking practices — these can all quietly erode under that pressure.
Her approach is deliberately the reverse. She wants everything First Principles Advisory does — its accounting, its banking practices, its contracts — to reflect the same value system and quality of work that defines its client engagements. Even if that takes longer, having Osome handle the administrative infrastructure means she can hold that standard without it competing for her attention. First Principles Advisory is intentionally off social media for now, building its reputation through deep relationships and the quality of work that already speaks for itself.
“I want to stay true to the work ethic that made me start this organisation. Pay attention to process, don’t give it up for the sake of new business, and make sure everything reflects a certain quality in the way you do your work — even if it takes a little bit more time.”
Starting up the business has really helped me constantly come back to why I started this organisation — and that’s why I want to pay attention to details. Because you can so easily lose sight of that when you’re focused on getting clients.
