Establish cash visibility
Introduced a 13-week cash-flow forecast that connected expected receipts, disbursements and borrowing requirements.
Selected work · 04
Working capital · Liquidity · CFO advisory
Improving working capital and liquidity
A practical cash-management program improved liquidity and restored control of the operating line.
The situation
What was at stake.
Accounts receivable were aging, bad-debt risk was increasing and management lacked reliable forward visibility into cash. Delayed invoicing and inconsistent credit practices compounded the pressure.
The bank had become concerned about management of the facility, making rapid improvement in both liquidity and financial discipline essential.
The work
A focused path from problem to outcome.
Strengthen credit management
Implemented consistent credit applications, granting and collection procedures and focused the team on higher-risk, higher-impact accounts.
Accelerate billing and collections
Standardized invoicing, resolved customer-portal problems and addressed the long-standing dispute that had caused a major customer to withhold payments.
Results
What changed.
+40%Liquidity
−80%Bad debt
−12 daysCollection period
EliminatedOperating-line excesses
The company restored cash-flow visibility, improved the quality of its receivables portfolio, reduced borrowing costs and stopped exceeding the operating line.
Why this experience matters
The circumstances change. The disciplines do not.
Clear financial information, realistic forecasts, disciplined preparation and credible stakeholder communication create more options when a financing or transaction becomes difficult.
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