Office of the CFO
Working-Capital Advisory
Cash release and control across receivables, inventory, work in progress and supplier terms without starving the operation.
When this helps
Recognisable situations.
- 01
Revenue is growing but cash is not
Working capital absorbs the benefit of growth.
- 02
Collections depend on individual effort
Billing, dispute and escalation processes are inconsistent.
- 03
Inventory policy follows habit
Stock levels are not connected to service, lead time and margin.
- 04
Supplier terms are unmanaged
Payment decisions are reactive and relationships are not segmented.
Scope
The service is configured to the facts and decision.
Receivables
- Billing accuracy and timing
- Collections segmentation
- Dispute management
- Credit and terms
Inventory and WIP
- Demand and service policies
- Slow-moving and obsolete stock
- Project and contract WIP
- Procurement parameters
Payables
- Supplier segmentation
- Terms and payment governance
- Purchase-to-pay controls
- Cash-release tracking
Engagement path
Five stages, one accountable thread.
- 01
Define the decision
Clarify the decision, constraints, stakeholders and evidence required.
- 02
Build the fact base
Reconcile the financial, tax, operational and contractual information that drives the issue.
- 03
Develop options
Model viable paths, explicit trade-offs and downside cases.
- 04
Execute the work
Produce the agreed analysis, operating cadence and decision materials with senior ownership.
- 05
Embed and hand over
Document the method, train the responsible team and retain an escalation path where needed.
Typical deliverables
Defined before work begins.
- Working-capital diagnostic
- Cash-release opportunity map
- Receivables action plan
- Inventory policy
- Supplier-term plan
- Benefits tracker
Questions
Common engagement questions.
Will this damage customer or supplier relationships?
The programme distinguishes structural process fixes from selective commercial actions and protects critical relationships.
How are benefits measured?
Against an agreed baseline, with actions tracked to cash rather than accounting-only movements.
Next step
Discuss working-capital advisory.
Share the situation, timing and decision. A senior adviser will respond directly and confidentially.