Capcut - (the processes required to Reduce Working Capital)  are achieved NOT by monitoring the financial outcomes on a one off basis but by continuous improvement through the engagement of all employees, customers, suppliers and stakeholders.

If one wanted to reduce receivables quickly one could easily send out court notices demanding payment but what would that do for customer relationship and retention?

By putting cheques in a drawer or by not signing off invoices for payment would cause suppliers to stop supplies or worse still trade insolvently and could easily cause you to have product that was ‘incomplete’ and therefore causing you inventory problems. 

It is therefore our objective to deliver a sustainable approach to reducing working capital and we achieve this through engaging key players in their respective fields.

For instance we utilise the services of Develin and Partners to produce the profitable customers and the ‘best’ suppliers for your company as they are recognised by the Chartered Institute of Management Accountants as great exponents of activity based costing.

Excitant can provide the strategy to ensure the whole organisation has specific objectives that are both realistic and challenging.

We can call upon the likes of fit4change Ltd to facilitate and communicate the changes required to enable the credit, commercial, financial and other functions  to ‘act as one’ in portraying a united ‘communication’ to employees, customers, suppliers and to knit the above together.

Invariably we come across the need for innovative financing solutions and again we have within the team a company called Bright Asset Ltd that provides such a service.

All this is supported by over 20 years experience in such organisations as ABB, Alstom, Bombardier and in the SME sector Ness, Pinzgauer and Spooner Vickers.

Our initial undertaking is to understand your business.  We adopt the following APPROACH:

Attitude and perceptions of employees, customers, suppliers to Working Capital

Processes are then value mapped for each ‘project’ re receivables, payables, inventory

Programme of change is then developed for each project

Return on investment in ourselves and maybe other tools is then produced

Opportunities arise and are analysed to understand the impact on the business

Acceptance of the objectives and timescales for delivering the above

Completion of the programme of work and integrated into the clients organisation

Higher profitability and then strong cash flow translates into a robust Balance Sheet