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In today’s volatile economic landscape, optimizing working capital is more critical than ever. Learn how our novel Dash-for-Cash approach addresses the complexities of the OTC cycle.
The primary barriers to successful collections often lie within the organization. Inefficient processes, disparate systems, and performance gaps are common culprits that prolong days sales outstanding (DSO). Addressing these internal issues through targeted interventions and streamlined processes is essential for improving collections and optimizing working capital.
Our Dash-for-Cash approach focuses on identifying and addressing root issues, enhancing collections, and optimizing working capital for lasting financial health.
Unlike traditional OTC solutions that focus primarily on incremental improvements, Dash-for-Cash leverages targeted assessments and strategic interventions to rapidly enhance cash flow and reduce outstanding receivables.
Using our unique dual workstream methodology, we deploy specialized collections teams equipped with advanced tools to work alongside your staff. This partnership ensures the identification and execution of high-priority OTC improvements that have an immediate impact on your AR collections.
Leveraging data-driven insights, we pinpoint the root causes of delays and non-payment, recommending sustainable changes that enhance collections and reduce DSO. Our rapid implementation and comprehensive reporting guarantee quick wins and lasting results, transforming your financial operations for optimal efficiency and effectiveness.
We focus on areas that directly impact collections efficacy, such as:
See how we’ve helped clients improve their collections and order-to-cash processes.
We worked with a global Fortune 500 industrial equipment manufacturer operating in 50 countries to free up $200-$300M in cash flow from its AR balances across its global footprint. The client realized a 700% ROI on consulting fees, in addition to other benefits including: collected over $33M from customers in the first 16 weeks of the initiative (and $80M in total); recovered $19M in bad debt reserves by focusing on severely aged items; and developed a roadmap for sustainable improvements to be implemented over several months.
An industry-leading supplier of industrial equipment and services was falling short of its targeted DSO and working capital goals. They sought our help to evaluate their OTC processes, establish targets and develop a prioritized roadmap. We also formed a dedicated team to address a specific distressed portfolio. Our work with the client led to a 7-day reduction in DSO, creation of an accountability model for past-due AR, and a plan for achieving additional DSO reduction targets.