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What we do

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Accounts Receivables

Interim Finance PE

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Working Capital Management.

Interim working capital and receivables management: reduce tied-up capital, steer receivables consistently and free up liquidity from current assets. Hands-on, from day one.

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Overview

When capital is tied up unnecessarily in current assets, we take over the steering. We reduce tied-up capital, steer receivables and free up liquidity.

Consistently and measurably. With processes that lastingly improve capital efficiency.

Situations

Typical situations for a working capital mandate

Working capital management comes in when too much capital is tied up in receivables and open items, days sales outstanding (DSO) is too high, or liquidity needs to be freed up from current assets. With operational responsibility, not outside consulting.
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Typical triggers: a tight liquidity situation, excessive outstanding receivables, a weak dunning process, or a lack of transparency over receivables and payment terms.
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Also in a group context: working capital steering with nine-figure turnover and complex receivables structures.

What we take on in working capital

01

Analysis of tied-up capital in current assets and identification of liquidity potential.

02

Reduction of days sales outstanding (DSO) through consistent receivables management and dunning.

03

Steering of payment terms, conditions and open items to improve the cash conversion cycle.

04

Working capital steering with nine-figure turnover in international group structures.

05

Transparent reporting on receivables, outstanding items and liquidity as a basis for decisions.

06

Experience in SAP FI/CO, S/4HANA, Oracle EBS, Navision D365 and other ERP systems.

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Services

Reference mandates in working capital

01

Wabtec (Stemmann, PanTrac, Annax) · Interim Senior Finance Specialist

Across three group entities, ran international receivables management with nine-figure turnover, lastingly improving days sales outstanding and reporting standards.

02

Live Nation Entertainment · Interim Accounting Team Lead

Led a 20-person accounting team across receivables, payables and specialist areas (Oracle EBS), with direct impact on receivables steering and tied-up capital.

03

Stemmann-Technik reference: “Outstanding expertise”

The Interim Head of Finance confirms: thorough analysis and optimization of receivables and reporting processes, best practices that lastingly improved transparency and capital efficiency.

04

Result · liquidity freed up

The result is shorter days sales outstanding, less tied-up capital and reliable reporting that secures capital efficiency for the long term.

Your contact

Your contact: Loretta Schneiders

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Loretta Schneiders

Managing Partner · Senior Interim Finance Leadership

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Clarity in numbers. Structure in processes. Leadership with impact.

Loretta Schneiders brings over 15 years of experience in accounting, shared services and finance leadership. In working capital she steers receivables and tied-up capital even in high-volume group structures.
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Operational depth is no compromise here, it is her advantage: she knows the reality inside the process from her own experience and builds better structures from it than someone who only looks from the outside.

What references consistently confirm: fast onboarding, measurable results and capital efficiency that lasts. Communication in six languages and on equal footing with international teams and hubs.
  • Over 15 years of experience in accounting, shared services and finance leadership.
  • Working capital and receivables steering with nine-figure turnover in group structures.
  • Leadership of finance and accounting teams of up to 20 people.
  • ERP expertise: SAP FI/CO, S/4HANA, Oracle EBS, Navision D365, abas ERP, Datev.

Receivables steering and DSO reduction

Consistent receivables management and dunning to reduce days sales outstanding and free up liquidity.

Reduce tied-up capital

Analysis and optimization of tied-up capital in current assets, steering of payment terms and conditions.

Transparency and reporting

Reliable reporting on receivables, outstanding items and liquidity as a basis for steering and decisions.

Lasting capital efficiency

Documented processes and standards that secure capital efficiency for the long term after the mandate.

More on this topic

More on this topic

Case study

Wabtec: finance standards embedded in three companies

Related services

Accounts ReceivableInterim Finance for Private EquityInterim Head of Accounting

FAQ

Frequently asked questions: Working Capital & Receivables Management

Working capital management or accounts receivable: what is the difference?

Accounts receivable makes sure that invoices, incoming payments and open items are processed cleanly. Working capital management works one level higher: it steers how much capital is tied up in receivables and open items, and links days sales outstanding, payment terms, conditions and reporting. The two interlock, which is why Loretta Schneiders takes on both where needed.

How quickly can liquidity be freed up from working capital?

That depends on the starting point, so we do not quote blanket figures. Initial effects often come from consistently following up overdue receivables and cleaning up unresolved items. Structural improvements through payment terms, conditions and processes take longer, but they last. The analysis of tied-up capital at the start shows which levers work.

Which KPIs belong in working capital reporting?

At its core: days sales outstanding (DSO), the ageing of receivables and overdue items by customer and entity. Add to that agreed payment terms compared with actual payment behaviour, and a view of the cash conversion cycle. Reliability matters more than the number of KPIs: they must be reconciled with the accounts, otherwise nobody steers by them.

How do finance and sales work together on receivables management?

Payment terms and conditions are usually agreed by sales, but their effect shows up in finance. We create transparency over outstanding amounts and payment behaviour per customer and agree clear rules with sales: which conditions apply, when to escalate and who contacts the customer. This turns receivables management into a shared task rather than a source of conflict.

Is working capital management worthwhile ahead of a financing round or investor entry?

Yes. Banks and investors look closely at outstanding receivables, tied-up capital and the quality of receivables reporting. Cleaned-up open items and reliable figures make these conversations easier. For portfolio companies after an investor has come in, there is also interim finance for private equity.

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