Finance
The cash you've earned, sitting on someone else's balance sheet
The work is done and the invoice is out, but the cash sits with the customer. Days sales outstanding creep up without anyone deciding to let them.
More collectors or a tighter dunning cadence buy a few days, then drift back. A finite team chases a long list in the order the aging report prints it, and the ledger behind that list is often wrong.
What it costs
- Working capital funding your customers instead of your next operating bet.
- Good customers chased over money they don't owe: misapplied payments, stale credits, disputed lines.
- Collectors' hours spent on the accounts least likely to pay, or least worth the call.
What gets built
01
A ledger kept honest continuously: payments applied, credits matched, disputes kept apart from late invoices.
02
A daily worklist ordered by likelihood to pay and value, not by the aging report.
03
A record of every contact and promise, so no account is chased twice.
How the outcome is proven
The number: Days sales outstanding
The slice runs on a real receivables export. It shows how much of the past-due list is not truly collectible, and the worklist reordered. Days sales outstanding, which your finance team already reports, is the number the build is judged on.
Ten days
Frame · days 1–2
We map the process and name the one doubt that keeps the project from being funded. You get a written go or no-go, and it can be an honest no.
Prove · days 3–10
A working slice that answers that doubt on real inputs. You leave with the prototype, the number, the full project map and a priced plan for the build, whoever does it.
Start with the decision that’s stuck
Tell us where this shows up in your business. We will tell you whether ten days can answer it.