Collections run from an old ERP report. Reporting a lender could not rely on. Costs nobody could read. Each one started as a system problem, and each fix showed up in the numbers.
From scattered systems to one command center
The AR team worked from an aging report out of an old ERP, with the status of any given account split between an Excel tracker, a shared inbox, and whoever sent the last email. I built them one application: accounts ranked by risk with a recommended next step, email history and status on the same screen, and a summary view for the owner and the lender. The process now clears 93.8% of over-90 balances within a month, with effectively no write-offs.
Reporting that changed what they could borrow
Their asset-based lender required a borrowing base certificate. It took more than five hours of manual work per filing. I automated it end to end, and the filing moved from weekly to daily. Manual prep could never have supported daily filing. The result was not hours saved, it was that the company could borrow against today's receivables instead of last week's. Confidence in the reporting contributed directly to the lender extending $500k in PO financing.
An expense structure nobody could read
Expenses were coded into GL accounts that told the owners nothing about what they were actually buying, and the P&L groupings hid the drivers. I reviewed every account and every coding decision, then reworked the chart of accounts and P&L categories around how the business actually spends. That review found $100k a month in fixed costs to remove, 20% of the total, including thousands a month in software nobody was using.
Most engagements start with a 30-minute conversation. No pitch and no canned proposal, just an honest look at what is going on and whether I can help.