Stratdel identifies cash tied up in receivables, payables, inventory, and billing, then addresses the processes keeping it there. Our working capital management approach improves the cash conversion cycle while protecting customer and supplier relationships.
Stratdel identifies cash tied up in receivables, payables, inventory, and billing, then addresses the processes keeping it there. Our working capital management approach improves the cash conversion cycle while protecting customer and supplier relationships.
Collect faster. Pay later. Hold less stock. Those instructions may improve cash temporarily, but the gains rarely last if the underlying processes stay the same. Stratdel brings finance and operations together to examine how work is quoted, delivered, billed, collected, purchased, and paid. Senior leadership stays involved as your team puts more dependable routines in place.
Working capital reflects the short-term funds a business uses to operate, including receivables, inventory, and amounts owed to suppliers. Even a profitable, growing company can face cash pressure when payments and inventory move out of step.
Stratdel pinpoints where cash is tied up, estimates the opportunity, and sets priorities with clear owners and measures. We then work alongside finance and operations to implement changes your team can maintain.
The work is led by a Stratdel fractional CFO, with COO support where operations drive the result and CIO support where billing or ERP systems are part of the problem. It can follow a financial and liquidity assessment, stand alone, or sit inside broader capital and liquidity consulting.
We address the delays between delivering work and receiving payment through accurate invoices, clearer ownership, fewer disputes, and consistent follow-up. Reducing DSO starts with a better process, not more pressure on customers.
Late invoices can leave earned revenue uncollected. We improve how completed work is recorded, approved, and billed, including project milestones, so invoices go out accurately and on time.
We compare inventory with demand and lead times, identify excess or slow-moving stock, and establish practical reorder rules. The aim is to reduce cash tied up on shelves without compromising service.
We review payment terms and schedules against the business’s cash cycle. The focus is deliberate supplier-term management, not late payments that put important relationships at risk.
We track days sales outstanding, days inventory outstanding, and days payables outstanding to calculate the cash conversion cycle. Breaking these measures down by customer, product, or business unit shows where cash is held up.
Sustained results require clear ownership and regular follow-through. We establish practical routines for cash reviews, collections, purchasing approvals, and reporting, then transfer them to your team.
We address the delays between delivering work and receiving payment through accurate invoices, clearer ownership, fewer disputes, and consistent follow-up. Reducing DSO starts with a better process, not more pressure on customers.
Late invoices can leave earned revenue uncollected. We improve how completed work is recorded, approved, and billed, including project milestones, so invoices go out accurately and on time.
We compare inventory with demand and lead times, identify excess or slow-moving stock, and establish practical reorder rules. The aim is to reduce cash tied up on shelves without compromising service.
We review payment terms and schedules against the business’s cash cycle. The focus is deliberate supplier-term management, not late payments that put important relationships at risk.
We track days sales outstanding, days inventory outstanding, and days payables outstanding to calculate the cash conversion cycle. Breaking these measures down by customer, product, or business unit shows where cash is held up.
Sustained results require clear ownership and regular follow-through. We establish practical routines for cash reviews, collections, purchasing approvals, and reporting, then transfer them to your team.
The cash conversion cycle measures the time between paying for inputs and collecting from customers. It combines days sales outstanding and days inventory outstanding, then subtracts days payables outstanding. A shorter cycle generally means less cash is needed to fund day-to-day operations. Stratdel calculates the cycle using your business data, identifies where delays occur, and prioritizes changes with the greatest potential cash impact. Weekly tracking gives leadership a clearer view of progress.
Revenue is growing, but cash is not keeping pace.
Receivables are aging, and collections depend on a few individuals.
Invoices go out late, contain errors, or lead to frequent disputes.
Inventory grows faster than sales, or slow-moving stock ties up cash.
Supplier terms and payment timing are set by habit rather than by plan.
The credit line is funding day-to-day operations.
A refinancing or lender review is coming, and lenders will ask how working capital supports repayment.
Leadership cannot say how many days cash is tied up in the business, or where.
Cash released from working capital
Cash conversion cycle
Days sales outstanding and collections performance.
Days inventory outstanding and inventory turns.
Days payables outstanding and on-time supplier payments.
Billing timeliness and invoice accuracy.
Minimum cash balance and liquidity headroom.
A baseline of receivables, payables, inventory, and billing performance, with the cash opportunity sized by area.
Days sales, inventory, and payables outstanding measured and broken down to show where days and cash are trapped.
Prioritized actions with owners, targets, and timing, focused on the changes with the largest cash effect.
Clear ownership, follow-up cadence, escalation rules, and dispute resolution steps for receivables.
Faster, cleaner invoicing, including milestone and project billing where relevant.
Stocking levels, reorder points, and a plan for slow-moving or excess inventory.
A deliberate approach to supplier terms and payment timing that protects key relationships.
Weekly measures leadership can use to track cash released and keep the gains in place.
Documented routines, owners, and reporting so your team sustains the results.
A baseline of receivables, payables, inventory, and billing performance, with the cash opportunity sized by area.
Days sales, inventory, and payables outstanding measured and broken down to show where days and cash are trapped.
Prioritized actions with owners, targets, and timing, focused on the changes with the largest cash effect.
Clear ownership, follow-up cadence, escalation rules, and dispute resolution steps for receivables.
Faster, cleaner invoicing, including milestone and project billing where relevant.
Stocking levels, reorder points, and a plan for slow-moving or excess inventory.
A deliberate approach to supplier terms and payment timing that protects key relationships.
Weekly measures leadership can use to track cash released and keep the gains in place.
Documented routines, owners, and reporting so your team sustains the results.
Measure the cash conversion cycle and size the opportunity across receivables, payables, inventory, and billing.
Agree on targets, priorities, tradeoffs, and who owns each change, including how key customers and suppliers will be handled.
Build the improvement plan, routines, measures, and reporting.
Work with finance and operations to put the changes in place, resolve issues, and track cash released each week.
Embed the routines, document ownership, and leave the team able to sustain the results.
Measure the cash conversion cycle and size the opportunity across receivables, payables, inventory, and billing.
Agree on targets, priorities, tradeoffs, and who owns each change, including how key customers and suppliers will be handled.
Build the improvement plan, routines, measures, and reporting.
Work with finance and operations to put the changes in place, resolve issues, and track cash released each week.
Embed the routines, document ownership, and leave the team able to sustain the results.
Working capital management often follows a financial and liquidity assessment and connects to the broader Capital & Liquidity work. When the findings point to productivity, process consistency, or cost-to-serve rather than cash, the work connects to Operations & Scale.
Working capital management is the discipline of managing cash tied up in receivables, payables, inventory, billing, and other short-term operating accounts. It matters because a profitable company can still run short of cash when money moves through the business too slowly.
Stratdel's working capital management work identifies where cash is getting stuck, quantifies the opportunity, and helps finance and operations change the routines behind it. The aim is durable cash improvement, not a one-time squeeze.
The strongest improvements come from fixing how work moves, bills, collects, and pays - not from pushing every customer or supplier harder. Cleaner invoicing, fewer billing errors, clearer collection ownership, and thoughtful term management often improve cash without harming trust.
Stratdel connects finance and operations so the changes make sense for the commercial relationship. The goal is a healthier cash conversion cycle that the business can sustain, not a temporary cash grab.
The cash conversion cycle is the number of days between paying for inputs, such as materials, inventory, or labor, and collecting cash from customers. It is calculated as days sales outstanding plus days inventory outstanding, minus days payables outstanding.
Start by measuring where cash is tied up, then fix the routines behind it. Most working capital improvement comes from faster, cleaner billing, clear collection ownership, inventory aligned with real demand, and supplier terms set by plan rather than habit.
Stratdel sizes each opportunity first, so effort goes to the changes with the largest cash effect.
Days sales outstanding falls when invoices go out quickly and accurately, payment terms are clear from the start, disputes are resolved fast, and someone owns follow-up on every overdue account. Reviewing aging weekly, by customer, keeps small delays from becoming large ones.
Not always. If cash, debt, and covenant pressure are all in play, or the causes of tight cash are unclear, a financial and liquidity assessment comes first. If you already know cash is tied up in receivables, payables, or inventory, working capital work can start directly with its own focused baseline.
Some changes, such as clearing overdue receivables and billing backlogs, can release cash early. Changes to inventory, terms, and operating routines take longer and are tracked against agreed milestones. We set targets and measure cash released weekly, so progress is visible throughout.
No. Working capital management focuses on how fast cash moves through the business, not on reducing expenses. The goal is to fund operations and growth with less cash tied up. When margin or cost-to-serve is the real issue, that work connects to Operations & Scale.
No. Stratdel is not an outsourced accounting, bookkeeping, or collections provider. We design the processes, routines, and measures, help your team put them in place, and transfer ownership so your people run them.
A fractional CFO is an ongoing executive seat with broad finance responsibility. Working capital management is a finite engagement focused on releasing cash and building the routines to keep it.
The two often connect. A fractional CFO may lead the work, or the engagement may show the need for ongoing finance leadership.
When revenue is growing but cash is not, the answer is often already inside the business. Stratdel finds where cash is tied up, fixes the routines behind it, and stays involved until the results hold. Let's talk about where cash is getting stuck in your business. It is a conversation, not a commitment.
Headquartered in Houston, Stratdel works with growth-oriented and middle-market organizations across the United States.
Let’s have a conversation — no commitment. Tell us what needs to get done, and let’s talk about how Stratdel can step in, own execution, and deliver results.
