Treasury & Working Capital.

Cash visibility, forecasting accuracy, and working capital strategy, run on a weekly rhythm leadership can act on.

The Work

Order-to-cash discovery

Process-level discovery from order to collection: where cash slows down and why.

The problem today

Cash arrives late, and ask where it stalls — quoting, invoicing, disputes, collections — and you get a different answer from every person you ask.

What changes

The order-to-cash path mapped with data: where days hide, which customers and process steps hold cash, and what to fix first.

First deliverable: the mapped order-to-cash pathMeasured in days sales outstanding

13-week cash flow modeling

The rolling view with the low point flagged early, refreshed weekly, labeled by week-ending date.

The problem today

The cash forecast is a month old, so the team stops trusting it and works from their own numbers. The low point shows up in the bank balance before it shows up in a meeting.

What changes

A rolling 13-week view refreshed weekly, low point flagged weeks in advance, scenarios ready when the board asks what if.

First deliverable: the draft model, liveMeasured in weeks of foresight

Working capital analysis & optimization

DSO, DPO, and inventory levers analyzed and worked, not just reported.

The problem today

DSO gets reported every month and moves nowhere, because reporting a number and working a number are different jobs.

What changes

Cash released from the balance sheet: terms, disputes, billing timing, and inventory levers worked to a target, with the trend proving it.

First deliverable: targets by leverMeasured in cash released

Banking-to-GL workflow automation

The daily cash motion wired from bank to ledger without the manual layer.

The problem today

Every morning someone downloads bank files and keys them into the ledger. It's slow, it breaks on vacation weeks, and errors surface at reconciliation.

What changes

Bank to ledger runs itself, daily, with exceptions flagged to a person instead of a person doing all of it.

First deliverable: the automated daily flowMeasured in hours returned weekly

The Instrument

Slip a receipt.
Watch the low week move.

This is the view we stand up: thirteen weeks out, low point flagged, every receipt with a date on it. Slip one and see what the plan does. Some slips are survivable. One of these isn't. The discipline is knowing which is which, weeks before it happens.

The receipts with dates on them
$520k customer receiptdue week 2
$610k customer receiptdue week 5
$480k customer receiptdue week 7

Stand this up on your numbers

How It Starts

First call to first build.
Weeks, not quarters.

Diagnose

We walk the current state with your team: what's real, what's risk, what moves first.

Scope

Named outcomes on a timeline in weeks. You see the shape of the work before you commit.

Embed

We build inside your systems and run the cadence with leadership from week one.

Adjacent Practices

Bring us
the problem.

Tell us where it hurts.

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