Pieces written for finance leaders who want to think about working capital and payment execution as connected disciplines. Not separate operational functions. No transformation language, no "unlock value" claims. Just useful reads on what's already there.
Most organisations have spent the last decade improving how supplier invoices move through Procure-to-Pay. Once approved, the invoice simply waits to be paid. This piece names the structural gap between approval and payment. And asks whether it exists by design or by default.
Read the article →Recommended next: a piece on how suppliers actually fund themselves between invoice and payment. And what that means for buyer-side governance.
Recommended next: a piece on why finance leaders increasingly value optionality over programme commitment. And what that looks like in practice.
Recommended next: a short read on why settlement return is one of the cleanest P&L levers in working capital. When applied selectively.
Recommended next: a piece for finance, audit and risk leaders on what reversibility, selectivity and approval-anchoring mean for governance posture.
Recommended next: a piece for procurement and supplier management leaders on the supplier-side liquidity conversation that's already happening. Without you.
If this kind of thinking matters to you, the 2026 white paper "Capital Control Through Supplier Invoice Payments" is the long-form version.
Read the white paper →