CASH FLOW OPTIMIZATION
The liquidity you need is already inside your business.
We identify which receivables and inventory lines generate cash and which quietly lock it up — turning working capital into a more predictable source of growth.
THE REALITY OF CASH
THE REALITY OF CASH
Why accounting profit fails to reach your cash account
The income statement shows profit, but bank balances tell a different story.
A business can report healthy profits while struggling to cover payroll, taxes, suppliers, or social-security contributions. The profit has not vanished. It is trapped in daily operations by working-capital decisions that have never been examined as a whole:
The company acting as its customer's bank
Open credit accounts continue without clear limits. When the cost of carrying a receivable exceeds the gross margin on the sale, the customer is profiting at your expense.
Inventory sitting idle on the shelves
SKUs that remain in the warehouse for more than 180 days can cost more to hold than they earn in margin — through carrying costs, storage space, and frozen capital. The profit they promised is consumed by time.
Supplier payments managed without a plan
Paying invoices on receipt without seeking early-payment discounts, or settling them without a clear schedule. Reliable payment is valuable negotiating leverage; failing to use it gives value away.
Bank debt used as a temporary fix
When cash tightens, the first response is often another credit line. It provides short-term relief but leaves structural leaks open — until the company is working mainly to service interest and loan repayments.
OUR APPROACH
OUR APPROACH
Working capital — and every move that increases it — carries a cost
Every euro that stays out of the till is an economic decision. It funds a customer, inventory, a supplier, or a move you've already made. We ask something simpler: when does that money come back to the business, and how much does it cost us until then?
The answer shows where it's worth waiting, where terms need to change, and when a new loan is not the first solution.
A large customer is not necessarily a healthy relationship for your cash position. We check whether the time you wait to get paid is worth the cost of credit and the margin the sale leaves.
Not every stock line exists to protect the business. We see which goods move and which sit idle, tying up space and money that could be working elsewhere.
Paying on time can earn you a better price or better terms. We see when consistency with suppliers becomes an advantage and when money leaves the till for no reason.
Before looking for new financing, we see whether the gap is temporary or whether capital is trapped inside daily operations. That way a loan becomes a deliberate choice, not the automatic answer every time cash gets tight.
MEASURABLE VALUE
MEASURABLE VALUE
What changes when working capital funds growth
A 10% to 25% improvement in working-capital efficiency — without taking on new bank debt.
Each intervention is designed to produce a measurable improvement in your cash position:
01 · Accelerate capital turnover. 10% to 25% of working capital is put to more productive use as dormant funds move out of slow-moving inventory and into faster-turning, higher-margin activity.
02 · Eliminate cash flow surprises. We replace last-minute cash anxiety with a clear view of when liquidity enters and leaves the business.
03 · Turn payment discipline into gross profit. Predictable payment schedules give you leverage with suppliers, helping you secure early-payment discounts and better purchasing terms.
04 · Fund expansion from internal cash. You close the operational leaks draining liquidity, allowing the next growth initiative to be funded from internal cash rather than costly debt.
05 · Direct executive energy toward strategy, not monthly payroll. With a structured cash-flow framework, you spend less time worrying about month-end obligations and more time building enterprise value.
DELIVERABLES
DELIVERABLES
What you take away
Two actionable documents deployed from week one — plus an executive briefing with your leadership team to turn insight into reality.
We do not leave you with an academic dossier. We present, discuss, and stress-test the findings and recommended actions with your management team.
A detailed map of where capital is locked and where cash leaks — across receivables, inventory cycles, and supplier payment terms — with specific intervention plans, not numbers alone.
Your executive summary. The practical 3-page guide outlining the five highest-impact decisions that yield immediate cash flow relief, ready for execution in week one.
We sit with your leadership team, explain every finding, and resolve questions on the spot — ensuring you leave with clear decisions, not lingering doubts.
Our methodology
Our methodology
How we uncover cash already inside your business
Diagnosis, implementation, control — ensuring every euro committed to the operating cycle works harder.
We never start with academic theories. We start with how money genuinely flows through your daily operations.
- 01Usually 6–9 weeks
We interview you and key operational leaders to understand why current credit terms, inventory levels, and collection timelines exist.
- 02
We design the new framework for credit policy, payment terms, and inventory control—accelerating working capital rotation.
Management retains complete control over decisions, while your team executes the framework under our guidance.
- 03
We track core cycle metrics—collections, inventory turnover, payables—and correct deviations early, ensuring working capital operates at peak efficiency.
Frequently asked questions
Straightforward answers on data requirements, delivery timelines, and your options after the diagnostic sprint.
Yes. We begin with whatever data currently exists—from simple trial balances and bank statements to a full ERP system. We coordinate directly with your IT and finance personnel to avoid overburdening leadership, verify data consistency, and clarify upfront what can be reliably supported.
Commercial relationships are your most valuable asset, and we never recommend disrupting them recklessly. However, we calculate the true cost of credit per account: when carrying an open balance costs more in interest than the margin generated, you are effectively subsidizing your buyer. We help you establish structured limits, early-payment incentives, and clear terms that protect both the partnership and your cash flow.
We never advocate blind inventory cuts or risking customer fulfillment. We differentiate strategic buffer stock from lines that sit idle on warehouse racks for months. Dormant stock does not protect you: it incurs interest expense, consumes warehouse footprint, and freezes capital that could finance high-velocity, high-demand SKUs.
A new loan provides temporary cash relief, but leaves operational leaks unaddressed while adding new interest expense. We first determine how much capital is already trapped inside your operating cycle (in receivables and slow stock). By freeing internal cash first, debt remains a conscious strategic choice rather than a forced emergency measure.
The diagnostic sprint typically concludes in 6–9 weeks and is a completely standalone project. Following the presentation of findings and the 5 First Moves guide, you choose how to proceed: implement recommendations independently with your team or continue with ONISIS for implementation oversight and progress review.
Every business has unique operational dynamics, which is why we never promise arbitrary figures before inspecting your data. We evaluate the numbers first and discuss results backed by proof, not theoretical claims.
Fund your own growth—without living under constant banking pressure.
Let us examine where your working capital can work harder and what scope of intervention makes sense for your company.