CASE STUDY ยท CASH CONTROL

I moved aged A/R from about 23% to about 5%.

The issue was not just collections. It was an operating-control problem across service disputes, pricing questions, billing corrections, missing follow-up, and true collection work.

Metric | Before | After | Control

A/R improved when the exceptions stopped hiding inside one number.

I separated the A/R list into actionable causes: service dispute, pricing issue, billing correction, missing follow-up, and true collections work. Once the reason was visible, the right owner could be assigned and the follow-up cadence could hold.

MetricAged accounts receivable
BeforeAbout 23%
AfterAbout 5%
RoutineWeekly exception review
Diagnose

I broke the number into causes.

One A/R percentage did not tell the team what to do. The work was to sort the exceptions into service, price, billing, follow-up, and collection categories.

Design

I assigned ownership and next action.

Each exception needed a named owner, a next step, a due date, and a clear escalation path if the issue stalled.

Deploy

I moved the review into the operating rhythm.

A/R stayed visible in the weekly review so the work did not disappear between billing cycles or get treated as someone else's problem.

Control

The result moved and stayed measurable.

Aged A/R moved from about 23% to about 5% through follow-up discipline, financial control, and clearer handoffs.