Client notes
Evidence from the desk, not a scoreboard
Quotes reference specific engagements. Names appear with permission; company details stay general where confidentiality required it.
The cash-flow audit caught a three-week collections lag our internal bridge had smoothed over. The memo was blunt in places — useful for the board, even if it made a few people uncomfortable.
CFO, regional manufacturing group · Cash-Flow Audit Engagement
We hired IntelliNetS for a working capital diagnostic before renegotiating supplier terms. The lever list was short and specific; we still had to do the negotiations ourselves, which was fair.
Finance Director, consumer goods distributor · Working Capital Diagnostic
Their quarterly cash review is quieter than a full audit engagement, but it keeps our 13-week model honest. Turnaround is usually within the promised week if we send the pack on time.
Controller, B2B services firm · Quarterly Cash Review
The board cash memo cut two slides of noise and forced us to name the runway risk in plain language. I would have liked one more revision round baked into the fee, but the draft was already presentable.
CFO, export trading company · Board Cash Memo Preparation
Engagement story: collections lag before a refinance
A regional manufacturer asked for a cash-flow audit three weeks before a refinance discussion. The internal bridge showed stable collections; bank clearances told a different story for two large accounts.
We reconstructed the last four quarters, haircut the forecast for those accounts, and wrote a memo the CFO could share with the lender. The refinance still proceeded — with a smaller facility than first hoped, and with eyes open on the receivables concentration.
The mild friction: document intake slipped four days because aging exports needed a custom report. The calendar compressed, and the walkthrough ran after hours. Worth it for the clarity; not effortless.
Engagement story: inventory that looked like strength
A distributor commissioned a working capital diagnostic after two quarters of “strong” inventory builds. Turns had fallen; cash was tight despite rising assets.
The diagnostic ranked five levers. The largest was clearing slow-moving SKUs at a planned recovery below book — a conversation operations had postponed. Early-pay discounts ranked lower once we saw which invoices were already paying on time.
Ninety days later the controller reported the cash release sat near the mid-point of our range. The reservation they shared: they wished the diagnostic had included a supplier call script. We pointed them to their own purchasing leads — negotiation stays theirs.
