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Working Capital

Releasing cash through operational improvements

All businesses need cash to operate and survive – whether to fund suppliers, employees and fixed costs or to invest in new assets, markets or products. During difficult times, strong focus on working capital frees up cash to be used for growth activities or weathering the storm.

Effective working capital management is also key in good times and it’s easy to lose sight of the benefits when the pressure is released. Working capital is the most rapid and controllable source of improved shareholder value.

Our clients have seen success in excess of their goals through implementation of operational process improvements – diligent financial practices, and vendor and contractor management.

Releasing cash from working capital opens up internal capabilities to: pay back debt, pay out dividends, fund pension obligations, invest in capital equipment or research and development, fund internal improvement initiatives or acquisitions.


Our process is to “operationalize” each component of working capital:

  • Accounts payable and accounts receivable
  • Inventory
  • Customer collection and management
  • Vendor and contractor management
  • Fast cash
  • Supply chain financing
  • Working capital management
  • Procurement
  • Order to cash
  • Forecast to fulfill
  • Procure to pay

Clients achieve results through implementation of a customized plan based on their need, however our past approach has included actions such as:

  • Introduced methodology for DSO measurement & performance metrics that support corporate strategy
  • Moved from multiple pay runs per week to once per week
  • Reduced most of the early payments to vendors
  • Consolidated terms
  • Emphasized the importance of obtaining additional vendor discounts vs. extending terms
  • Instilled proactive approach – prioritized tasks and key performance indicators
  • Delivered workshops and drove dedicated focus
  • Increased visibility of disputes, resolved root causes of issues and garnered support from Sales organization
  • Improved and streamlined planning tools have enabled better supply chain performance
  • Reduced constraints via improved stock planning for each location
  • Introduced global inventory reporting available by product, region and days of supply (DOS)
  • Insured joint ownership of process by business unit and procurement


Some of the results our clients have achieved include:

  • Measurable results tied to organizational goals
  • Reduced payment frequency added to WC balance & reduced cost
  • Reduction in early payments largest impact in improving liquidity
  • Early payment terms of 2%10N30 = 91 days of float
  • Reduced in days sales outstanding (DSO)
  • Reduced overdue percentage from 35% to 25%
  • Reduced 90+ day balances from $2.2M to $286K
  • Reduced unapplied cash to $650K
  • Inventory improvement have contributed $10.8M to the cash conversion cycle
  • Surplus inventories identified and target removals accomplished

Related Information

Project Leader

Oil & Gas

North America

Tom is a senior project leader with over 25 years of international management consulting experience in the oil and gas, utilities, manufacturing, financial services, telecommunications, media and aerospace industries. He has served Fortune 500 and Global 2000 companies in 15 countries across North America, EMEA and Asia.

Project Leader

Sales, Marketing & Consumer Products

North America

Bill is a senior project leader with more than 20 years of hands-on experience in assisting multinational companies by deploying his expertise in Lean Six Sigma and Business Process Management tools, tactics and strategies. He has deep expertise in sales and marketing improvement, supply chain optimization, fixed-cost reduction, channel management, total production management, balanced scorecards and post-merger integration.

Project Leader

Financial Services

North America

Brandon is a senior project leader and consultant with more than 12 years of experience in helping financial services firms maximize revenue and control costs through continuous improvement. He specializes in implementing efficiency, service and quality process enhancements in Fortune 500 companies by utilizing Lean and Six Sigma principles.

Senior Consultant

Working Capital

North America

Joe is an innovative and versatile professional with over 25 years of solid experience building, growing and operating diverse, multi-faceted and geographically dispersed global high-growth organizations. He has an exceptional track record of managing projects that deliver credible and sustainable improvements in cash management, operations, service quality and cost.

Project Director


Sean is an executive with more than 17 years of experience in operational management, process improvement, cost reduction, revenue enhancement and consulting in multiple industries, including mining. He has participated in several operational engagements in the mining sector worldwide.

Project Director

Working Capital

Hamid has over 20 years of experience as a management consultant. He has a wealth of experience in process and operational improvements, corporate strategic planning, development and deployment, global sourcing, supply chain management as well as working capital improvement experience (A/R, A/P, Contract & Vendor Management, Inventory, MRO/Materials & Supplies).