Frame the decision
Clarify the problem, desired outcome, stakeholders, evidence and constraints.
Finance & Accounting
Release cash trapped between selling, delivering and collecting.
Working capital is created by operating decisions: credit terms, invoicing, collections, purchasing, inventory and supplier agreements. Finance can measure the problem, but improvement requires cross-functional ownership.
The business problem
Signals that a structured review may be justified.
A symptom is evidence that something needs attention. It is not proof of the cause.
- Receivables grow faster than sales.
- Inventory turns slowly or stock-outs coexist with excess stock.
- Collections depend on escalation.
- Supplier payments are managed reactively.
What Fiease assesses
Follow the connected causes.
We examine the choices, process, information and economics behind the visible problem before recommending an intervention.
- 01
Cash conversion cycle
- 02
Customer terms, billing and collections
- 03
Inventory policy and flow
- 04
Supplier terms and payment process
- 05
Ownership, forecasts and working-capital governance
Our approach
Diagnosis before prescription.
Scope and depth depend on the problem. The logic remains consistent: establish reality, explain the constraint, design the response and make implementation measurable.
Establish the baseline
Map current performance, process, behaviour, data and economics.
Find the connected causes
Separate symptoms from root causes and test the important assumptions.
Design and implement
Prioritise practical changes, define ownership and monitor leading and outcome measures.
Typical deliverables
Useful outputs—not presentation volume.
The final scope is agreed after diagnosis. Typical deliverables for this service include:
- 01Working-capital baseline
- 02Receivables/inventory/payables diagnosis
- 03Initiative and ownership plan
- 04Cash-impact tracker and review cadence
How impact should be measured
Agree the baseline and guardrails first.
Metrics are selected for the engagement and interpreted together. Improving one measure while damaging another is not a successful outcome.
MeasureDSO/receivable days
MeasureInventory days
MeasurePayable days
MeasureCash conversion cycle
What Fiease does not promise
We do not promise guaranteed growth, savings, profit or timelines before understanding the baseline and the factors outside the engagement's control. Verified results require agreed definitions, reliable data and clear attribution.
Build the foundation first
Understand the system behind the service.
These complete guides explain the concepts, boundaries and connected decisions that shape this work.
F01Finance & Accounting Foundation Series
What Are Accounting and Finance—and Why Are They Not the Same Thing?
Accounting tells a business what has happened economically. Finance helps decide what those numbers mean and what the business should do next. They depend on each other, but they are not the same job.F02Finance & Accounting Foundation SeriesWhy Good Accounting Matters Even If Your Taxes Are Filed on Time
Filing GST and income-tax returns is important. But filing returns does not answer a more important management question: can you trust your books enough to run the business from them?F03Finance & Accounting Foundation SeriesProfit Is Not Cash: One of the Most Important Ideas in Business
A business can report a profit and still struggle to pay salaries, suppliers or taxes. That is not an accounting contradiction. Profit measures economic performance; cash tells you what money is actually available. Receivables, inventory, supplier credit, capital expenditure, debt and timing create the gap between the two.Next decision
Is this the right starting point?
Tell us what is happening, what the numbers show and what you have already tried. We will help you structure the next step.