Fix Your Order-to-Cash Process.
Unlock Cash Flow and Margin.
We partner with $100M to $1B PE-backed companies in the industrial, services, and softwareverticals to align executive leadership and harden Order-to-Cash (OTC) processes to industry standards thereby protecting revenue, margin, and working capital.
Unlock Order-to-Cash Value for PE Portfolio Companies
This results in redesigned OTC architecture supported by a new internal capability to proactively manage the end-to-end OTC process….which translates immediately to necessary financial outcomes.
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↓ Revenue leakage
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↓ Margin erosion
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↓ Billing errors
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↓ DSO
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↑ Forecast predictability
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↑ ERP ROI
Immediately tangible. Immediately financial.
Order-to-Cash Process
OTC Tech Stack
OTC Deck
Why Order-to-Cash Underperformance Quietly Erodes Margin
Fragmented Order-to-Cash Ownership & Governance
Sales, Operations, Billing, and Finance operate in silos.
Process Maps That
Don’t Drive Action
Swimlanes may exist — but Order-to-Cash breakdowns and bottlenecks persist.
Cash Flow Volatility
and Forecast Gaps
Delays, billing errors, revenue leakage and dispute cycles reduce EBITDA and margin.
Most organizations map Order-to-Cash. Few design it for execution.
Case Studies
Order-to-Cash Processes
Utility Billing Services Provider (PE -backed)
Client: A PE-backed utility billing services provider (SaaS) focused on the issuance and collection of utility bills for real estate management company clients.
Pain point: The CFO, recently-hired Chief Accounting Officer, and Head of Internal Audit identified a need to document their OTC process due to large-scale billing inaccuracies (overbilled / underbilled revenues in $MM) to identify root cause drivers of inaccuracies, codify initiatives, develop a road map, and drive execution.
Results
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Lost Revenue & Costs Savings: $5.1 - $6.4M
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Unbilled Revenue for Services Delivered: $2.8M
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Non-Standard Fees Lost Revenue: $2.2 - $3.6M (manual pricing, data hygiene)
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Improvement Opportunities: 111 (w/ owner, timing, risk, impact, cost identified)
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Processes Documented: 40
Quote-to-Cash & Customer Service Processes
PE-backed Access Controls Industrial Company
Client: A global manufacturer and supplier of commercial and residential access control products, was introducing a new line of business (LOB) for its smart building product (SaaS + IoT hardware) expanding further into the commercial warehousing space.
Pain point: The General Manager for the new LOB recognized a need to stand up “back-office” processes – Quote-to-Cash and Customer Service - to support the business as it transitioned from beta stage to a full-blown go-to-market and selling execution.
Results
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Improvement Opportunities: 14 (w/ owner, timing, risk, impact, cost identified)
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OTC Processes Documented: 22 (2 Level 1; 20 Level 2)
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Customer Service Processed Documented: 3 (Level 2)
Service Offerings
Purpose
Make the OTC process visible, quantify revenue leakage exposure and pinpoint structural OTC weaknesses eroding margin and extending DSO
Key Deliverables
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Create OTC Process Inventory (Level 1 & 2’s)
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Document Level 1 Process (end-to-end workflow)
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Quantify high-level Lost Revenue & Margin Leakage & ROI to fix OTC (~$500K to $8M)
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Identify Process Governance Gaps
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Share OTC Implications & Executive Roadmap
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Timing 4 weeks
Executive Outcome
Clear financial exposure visibility and board-ready decision framework
Connect with us.
To learn more about how OTC process work can help your team, reach out to us *.