Ishpreet Kaur
Head of Finance & Operations, DNA Growth

Try this on your own calendar.
Go back through last week and mark everything that didn't need you specifically.
The 14 emails to move one meeting.
Chasing a department head for budget numbers.
Rebuilding the board deck folder because someone saved over version six.
Pulling vendor W-9s together before a 1099 run.
When we walk CFOs and CPA managing partners through this, the marked-up share is rarely small.
Often it's a quarter of the week or more.
Not the hard decisions.
The stuff around them.
That's the gap offshore virtual assistants are meant to fill.
But "virtual assistant" is a loose term, and hiring the wrong kind is how people decide VAs don't work.
So let's be specific.
Ask around about offshore staffing services, and you'll find people mean three pretty different hires.
First, the offshore bookkeeping virtual assistant.
This person lives in your ledger.
They code transactions, reconcile the bank and cards, post bills, and chase the receipts nobody sent.
Real accounting training isn't optional here.
Then there's the offshore executive assistant for CFOs, whose job is basically you.
They look after your inbox and calendar, sort out board meeting logistics and flights, and catch the follow-ups you'd have dropped.
It's nice if they know a bit of accounting.
What you really need, though, is someone discreet with decent judgment.
Somewhere between the two sits offshore back-office staffing.
Vendor setup, AP support, HR forms, report formatting.
Not glamorous, but a finance team grinds to a halt without it.
People go wrong by hiring one person and expecting all three.
Great EAs aren't always great bookkeepers.
Plenty of strong bookkeepers would quit before managing your calendar.
Need both?
Hire both, even if one of them is only part-time.
Picture a normal week with a good one.
You open your inbox on Monday, and it's already been through overnight.
A handful of emails are marked for today.
The routine replies are drafted, waiting for a thumbs-up.
Everything else is filed.
They've left gaps in your calendar too, because by now they know you're useless if you do three calls back-to-back before leadership.
Wednesday's mostly board prep.
Your EA has been after the department heads for slides since Monday, and the deck is sitting in your template.
The Zoom's booked.
Pre-reads went out on the day you picked.
Once the meeting wraps, you'll get the action list within an hour or so, each one with a name and a date.
The rest of the week is small stuff that eats time.
Expenses, travel, a software renewal someone forgot.
They'll nudge the auditor about the PBC list.
And if you run a CPA firm, you're the one who gently reminds a client their engagement letter still hasn't come back signed.
Before any of this starts, sit down and decide what they can do on their own.
Then put it in writing.
Ours looks roughly like this.
| Task | Your EA handles alone | Needs your sign-off |
|---|---|---|
| Scheduling and rescheduling | Yes | Board, lender and investor meetings |
| Routine email replies | Yes, within agreed templates | Anything new, sensitive or client-facing |
| Board and leadership packs | Builds and formats | Final content and numbers |
| Expenses and travel | Yes | Anything outside policy |
| Vendor payments | Prepares the batch | Approval and release, by you or a second approver |
| Client or investor communications | Drafts | Sends only after you review |
Those last two rows matter most.
An assistant should never be able to both set up and approve a payment.
Keep that split from day one and most of the security worries go away.
People worry an offshore EA will be asleep when they need them.
In practice it usually works the other way.
Say your EA is in India.
Right about when you're logging off, they're logging on.
So the list you leave at 6 p.m. is usually done by breakfast.
Most setups also keep a couple of hours of overlap, either first thing or in the evening, for calls and quick questions.
If you've got subsidiaries overseas, or investors in London, that's honestly better coverage than a local assistant who's gone at five.
A US executive assistant isn't cheap.
The Bureau of Labor Statistics puts the median at $76,590 a year as of May 2025, and that's before payroll taxes, benefits and a desk.
Offshore EAs and bookkeeping VAs cost a fraction of it.
We've put offshore VA support at roughly $800 to $1,800 a month, depending on skill level and hours, against $4,500 to $7,500 for a US-based equivalent.
Those are our own figures, so compare quotes.
The thing to watch isn't the hourly rate anyway.
It's whether the person is dedicated to you, or rotating across a pool of clients who all think they come first.
A finance VA or EA sees a lot.
Bank portals, payroll, client data, board materials.
That's a lot more than an admin assistant at a marketing agency would ever touch.
Everyone gets a login of their own, and only the access their job actually needs.
No shared passwords, ever.
We'd also ask how they connect.
Secure virtual desktops and two-factor login are the basics.
An ISO 27001 certificate or a SOC 2 report is better still, and a decent provider will just send it over.
For CPA firms, there's one more layer.
If an assistant will see client tax return information and sits outside the US, IRC Section 7216 requires written consent from the taxpayer first.
AICPA ET 1.700.040 also requires either the client's consent or a confidentiality agreement with the provider before confidential information goes to an outside team.
Doing both is the safer habit, and it's usually just a line in the engagement letter.
Yes, if they're trained on US accounting and the software you use, usually QuickBooks Online, NetSuite, or Xero.
We'd want to see some US files they've worked on.
And for the first few months, keep someone on your side reviewing.
Yes, and it's mostly about judgment.
You give a VA tasks, and they get done.
An EA runs your time.
They'll decide which meeting moves, which email can wait, who gets a call back today.
For a CFO or a managing partner, that's usually where the hours come back fastest.
The first two weeks go on setup.
Logins, your templates, a page or two on how you like things done.
By the end of the first month, most people barely think about it.
If you'd like more background, we've written about offshore virtual assistant services more generally, about what back office outsourcing covers, and about virtual assistant bookkeeping services for UK businesses.
DNA Growth places dedicated offshore bookkeeping VAs and executive assistants with CFOs, finance teams and CPA firms.
One person who learns how you work, with an engagement manager behind them.
See how our executive administration support works, explore our business operations support, or talk to our team about the week you'd like back.
Head of Finance & Operations, DNA Growth
Ishpreet Kaur (IP) is Head of Finance & Operations at DNA Growth. With 10 years in FP&A at Deloitte and Thomson Reuters, she turns financial planning into a competitive advantage — helping clients gain real visibility and precision in their financial strategy.
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