How to Reduce Accounts Receivable with a Solid Receivables Process

Introduction

At any given moment, U.S. businesses collectively hold $3 trillion in outstanding invoices. For professional services firms operating with tight margins and lean teams, this statistic hits differently. While enterprise corporations can absorb payment delays, a 12-person consulting firm cannot. One prolonged collection cycle doesn’t just strain relationships—it starves your firm of the cash you need to meet payroll, invest in growth, and seize new opportunities.

Yet accounts receivable rarely tops the priority list for growing firms. You’re focused on winning clients, delivering excellence, and scaling operations. AR management feels administrative, even mundane. The problem: high AR is not merely an accounting headache. It’s a silent cash flow killer that compounds month after month, eroding profitability and limiting growth potential.

This guide walks you through the concrete strategies to reduce accounts receivable and build a receivables process that protects your cash flow. We’ll cover everything from payment term structures to automated reminders to AR dashboards that give you real-time visibility. By the end, you’ll understand how to lower your Days Sales Outstanding (DSO), improve collection rates, and transform AR from a chronic pain point into a competitive advantage.

Why Accounts Receivable Spirals Out of Control

Before you can fix AR, you must understand why it breaks down in the first place. Most professional services firms don’t deliberately allow receivables to balloon. Instead, multiple small failures compound into one big problem.

Unclear Payment Terms

The first failure point: vague payment expectations. Many firms discuss “Net 30” with clients but never formalize it in the engagement agreement. Others skip the conversation altogether, leaving clients to assume they can pay whenever convenient. When payment terms are unclear, payment delays inevitably follow. Studies show that businesses receiving more than half their payments late report cash flow as their primary financial challenge, with 68% of companies experiencing this issue.

Delayed Invoicing

Here’s what happens: a project wraps, team members move to the next engagement, and the invoice sits in a folder. Days pass. A week later, someone finally submits it to the accounting system. In a firm without centralized project tracking, the invoice date drifts further and further from the actual service delivery date. Now you’re not just waiting for payment—you’re waiting from a later starting point. Each day of delay compounds. The sooner you invoice, the sooner the clock starts on the collection cycle.

No Systematic Follow-Up

Without a documented collection process, follow-up becomes haphazard. One team member might call, another might email, and someone else might assume it’s been handled. Collection efforts overlap, disappear, or never happen at all. Research shows that businesses spend an average of 16 days chasing payments—often because the follow-up sequence is ad hoc rather than systematic.

Poor Credit Assessment

Not all clients carry equal risk. A Fortune 500 company on Net 45 presents less risk than a startup demanding Net 60. Yet many firms apply the same payment terms across all clients. This one-size-fits-all approach leaves you vulnerable to problem clients who systematically delay payment or, worse, never pay at all. Professional services firms report bad debt rates between 2-4% of billed revenue—hundreds of thousands of dollars annually for mid-sized firms.

Siloed Systems

The final compounding failure: fragmented data. Your CRM holds client contact information and project details. Your accounting system owns invoice records and payment status. Your PM tool tracks project budgets and timelines. When these systems don’t communicate, critical information gets lost. Your sales team doesn’t know a prospect has an outstanding invoice. Finance doesn’t see which clients are highest-value for early payment terms. No one has a complete, real-time view of who owes what and who’s at risk of default.

The result: high accounts receivable, extended collection cycles, and cash flow that lurches month to month.

The Real Cost of High AR for Your Firm

Numbers on a spreadsheet can feel abstract. Let’s translate accounts receivable into its actual impact on your business.

The Interest and Fee Hit

When AR stretches, cash runs short. Short of cash, you borrow. Maybe it’s a line of credit, a business loan, or an overdraft facility. Each of these costs money—interest and fees that eat directly into profits. Small businesses report paying between $5,000 and $15,000 annually in interest and fees tied to delayed collections. For a 12-person firm with $1.5 million in annual revenue, that’s 0.3% to 1% of revenue sacrificed just to bridge cash gaps created by AR.

The Ripple Through Operations

High AR creates invisible friction across your business. When cash is tight, hiring decisions get delayed. That marketing agency can’t onboard the copywriter you need because cash is held up in outstanding invoices. The IT services firm postpones the admin hire that would free up the owner’s time. Growth stalls not because clients aren’t interested—they are—but because the cash to fund growth is locked in receivables.

The psychology matters too. Teams operate differently when cash is abundant versus scarce. With healthy cash flow, you can invest in tools, training, and talent. With cash tied up in AR, every expense becomes a debate.

The Relationship Strain

Chasing overdue payments damages client relationships. The more you need the money, the harder the conversation becomes. You either avoid confrontation—allowing the debt to age further—or you escalate awkwardly, risking the relationship with a client who may still represent future revenue. This tension is particularly acute in professional services, where personal relationships drive repeat business and referrals.

The Forecasting Problem

When 57% of finance leaders report that poor AR visibility skews cash flow decisions, you’re fighting upstream. How can you forecast cash accurately when you don’t know when money will arrive? Is that $80,000 invoice arriving next week or next month? Does the prospect close this quarter or next? Without clear AR visibility, you operate in a fog.

A Concrete Example

Consider a 12-person consulting firm with $1.5 million in annual revenue. If the firm operates at 3% bad debt (within industry norms for professional services), that’s $45,000 in uncollected revenue each year. Add 2% of revenue in interest and fees from AR-driven borrowing—another $30,000. Now add the opportunity cost: if better collections would reduce DSO by 10 days, that firm recaptures $41,000 in working capital.

In total: $116,000 in avoidable costs and foregone resources. For a 12-person firm, that’s equivalent to the fully-loaded cost of one employee. Middle-market companies lose 3.1% of revenue to collection issues—and it compounds year after year.

Setting Up Payment Terms That Protect Your Cash Flow

Payment terms are your first line of defense. They’re also your first chance to set clear expectations with clients. The goal: select terms that balance client relationships with cash flow protection.

Net 15 vs. Net 30 vs. Net 45

Net 15 is ideal for professional services. It signals seriousness, keeps cash flowing quickly, and establishes a professional standard. Many consultants and agencies use Net 15 as their default, and most clients accept it without pushback. Net 30 remains the business standard and is acceptable if your market demands it. Net 45 and beyond put your cash flow at risk and should be reserved for your largest, most creditworthy clients—if you use them at all.

The difference compounds quickly. A $10,000 invoice under Net 15 means money in your account 15 days from billing. Under Net 45, that same invoice takes 45 days. If you have five invoices outstanding at any moment, you’re carrying 30 extra days of receivables—potentially $41,000 in a typical mid-sized firm with monthly billing around $125,000.

Retainer and Milestone Billing

Retainer models are AR gold. When clients pay upfront for a month of services, you collect cash before delivering value. This inverts the typical dynamic where you deliver first, invoice second, and hope for payment third. Retainer clients also tend to be stickier, with lower churn and higher lifetime value.

If your service model allows retainers—whether full retainer or hybrid retainer-plus-project—adopt it. A $5,000 monthly retainer means your contract starts with $5,000 paid upfront. Your AR improves immediately. Projects that follow the retainer bill monthly against the retainer balance, with clients topping it up as needed.

Milestone billing works similarly. Instead of invoicing at project completion, invoice at defined milestones: 25% at kickoff, 25% at mid-point, 25% at completion, and 25% on acceptance. This frontloads revenue collection and ties payments to clear project progress. Clients accept milestone billing because it aligns incentives and reduces their risk too.

Deposits and Progress Payments

A deposit collected at engagement signing improves AR immediately. For consulting engagements, a deposit of 25-50% of the project fee is standard. For retainer arrangements, the first month paid upfront is the deposit. Progress payments—tied to project milestones, deliverables, or time periods—follow.

This approach does two things simultaneously: it improves cash flow and it filters out low-commitment clients. Clients willing to pay deposits are serious about the engagement. Those who balk at deposits are often the same clients who later delay payment.

Risk-Based Term Segmentation

Not all clients should receive the same terms. Segment your client base by credit risk and payment history. Your best clients—established, large-company accounts with perfect payment history—might receive Net 30. Mid-tier clients might be Net 15. New clients or startups might require deposits and Net 15. Problem clients who’ve delayed payment in the past might require prepayment or milestone-based collection.

This segmentation requires tracking. Your CRM should flag client payment history. When you renew or expand an engagement, you reference that history and adjust terms accordingly. Over time, this approach trains your client base: those who pay on time enjoy favorable terms; those who don’t learn to expect tighter terms.

Building an AR Aging Strategy That Works

Your invoices don’t age like fine wine—they age like milk. The older an invoice, the lower the probability of collection. Invoices over 90 days old have dramatically lower collection probability. So your AR strategy must attack the problem systematically, with different actions for different age buckets.

The Four Aging Buckets

Organize your AR into four categories:

  1. Current (0-30 days): These invoices haven’t yet reached their due date or are just past it. No aggressive collection is needed, but a friendly reminder 2-3 days before due date prevents the drift to the next bucket.

  2. 31-60 Days: These invoices are officially overdue but haven’t yet reached problem status. A formal payment reminder and a phone call are appropriate. Offer to discuss payment plans if needed. The tone remains professional and helpful.

  3. 61-90 Days: Now you’re in serious territory. A firm payment demand, a phone call from a manager, and a request for payment status is warranted. Ask directly: “When can we expect this to clear?” If there’s a legitimate dispute, resolve it. If the client is struggling, discuss payment terms but don’t let the invoice age further without agreement.

  4. 90+ Days: At this point, you’re collecting or writing off. Escalate to ownership-level involvement. Contact the client directly. Demand payment within 5-7 days. If payment doesn’t arrive, escalate to a collections agency or attorney. The risk of bad debt rises sharply after 90 days. The professional services bad debt rate is 2-4% of billed revenue, but nearly all of that comes from invoices that aged beyond 90 days.

The Collection Workflow for Each Bucket

Here’s the specific workflow:

Current/Due Soon (0-30 days):

  • Day 0: Invoice issued
  • Day 27: Automated payment reminder email to client contact
  • Day 30: Invoice now overdue; no action yet if terms were net 30
  • Day 31: Friendly reminder email from accounts team

31-60 Days:

  • Day 35: Phone call to client contact to confirm receipt and ask for payment date
  • Day 45: Second email from accounts team with payment request and contact info
  • Day 55: Phone call from accounts manager

61-90 Days:

  • Day 65: Formal payment demand letter (email or certified mail) requesting payment within 10 days
  • Day 75: Phone call from owner or senior manager discussing the invoice
  • Day 85: Second demand letter and discussion of next steps (collections agency, legal)

90+ Days:

  • Day 95: Final notice before escalation to collections
  • Day 100+: Escalate to collections agency or attorney

Balancing Firmness with Relationships

The escalation sequence feels harsh on paper, but in practice, it’s strategic. Most payments that slip to 60 days slip because of administrative issues: someone forgot, the invoice went to spam, or there’s a processing delay. Friendly reminders and phone calls at 30-45 days typically resolve these cases without damaging the relationship.

When you reach 60-90 days, firmness is appropriate. The client either has cash flow issues (in which case you need to understand the timeline and adjust terms if needed) or they’re avoiding payment (in which case you need escalation). In either case, gentle reminders won’t help.

For the 90+ category, the relationship is already damaged. The client knows they owe you. Hesitation to escalate only signals weakness. Firm action—collections agency, attorney, or bad debt write-off—may end the relationship, but the relationship is already over in economic terms. The only question is whether you recapture some of the money.

The Power of Automated Payment Reminders

One finding stands out in AR research: 60% of customers pay on time simply from timely reminders. Not threatening letters or escalation calls—just reminders. This is perhaps the highest-ROI intervention in AR management.

The Reminder Sequence

Most invoice duplication and delays stem from forgotten invoices, not intentional non-payment. The reminder sequence attacks this directly:

  • 3-5 days before due date: “Friendly reminder: Invoice #XXXX for $X is due on [DATE]. Please arrange payment. Questions? Reply to this email.”
  • Due date: “Invoice #XXXX is now due. Payment instructions: [DETAILS]. Thank you.”
  • 7 days overdue: “Payment for Invoice #XXXX is now overdue. We understand things get busy. Please prioritize this payment. We’ve included the invoice and payment details below. Let us know if you have questions.”
  • 14 days overdue: “We haven’t received payment for Invoice #XXXX issued on [DATE]. Please send payment today. If there’s an issue with the invoice, please reply immediately. Contact [NAME] at [PHONE] if you prefer to discuss.”
  • 30 days overdue: “Invoice #XXXX remains unpaid. Payment is now 30 days overdue. Please remit payment within 5 business days. We’ve copied our accounting manager, [NAME], who will follow up.”
  • 60+ days overdue: “Invoice #XXXX is now 60+ days overdue. We need immediate payment. Please contact [OWNER] by [DATE] to discuss a payment plan or dispute resolution.”

Multi-Channel Approach

Reminders reach higher open rates when they use multiple channels. Email handles the bulk of reminders—it’s scalable and creates a paper trail. Calls handle the critical follow-ups: 30+ days overdue calls should be actual phone conversations, not just emails. For premium or problem clients, in-person meetings might be warranted.

A multi-channel approach might look like: email reminder, wait 5 days, phone call, wait 3 days, email again with escalation threat. This multi-touch approach works because it acknowledges that people need multiple touchpoints to take action.

Automation That Doesn’t Feel Robotic

The best reminder sequences feel personalized even when they’re automated. Include the invoice number, amount, and due date. Reference the specific project or service. Use the client contact’s name. When the sequence reaches human intervention (phone calls, escalation), make those interactions genuinely personalized—pull up the client relationship history and speak to it.

Many CRM and accounting integrations now automate reminder sequences. When your CRM syncs to QuickBooks Online and integrates project management data, your accounting system knows exactly which invoice ties to which project and which client contact. Reminders automatically pull this context, creating messages that feel thoughtful rather than robotic.

Your AR Dashboard: The Metrics That Matter

You can’t improve what you don’t measure. An AR dashboard gives you real-time visibility into receivables health. Track five key metrics.

Days Sales Outstanding (DSO)

DSO measures how many days it takes, on average, for an invoice to get paid. The calculation: (Accounts Receivable / Total Revenue) × Number of Days in Period.

If your accounts receivable balance is $120,000 and your monthly revenue is $125,000, your DSO is approximately 29 days. That means it takes 29 days from invoicing to collection, on average. For professional services, a DSO of 25-35 days is healthy. Above 45 days signals a collection problem. Companies that implement automation improve collection rates by 20-30% and collect 10-15 days faster.

Track DSO monthly. When it ticks up, investigate. Did you add new clients with different payment terms? Are existing clients paying slower? Did invoicing delay? The metric itself doesn’t tell you the cause, but it tells you when something’s changed.

AR Turnover Ratio

This metric measures how many times AR “turns over” in a year: Revenue / Average AR. If you have $120,000 average AR and $1.5M annual revenue, your AR turnover is 12.5x per year. That means you collect your average AR balance 12.5 times annually. Higher is better—it means faster collection.

Professional services firms typically operate at 10-15x turnover. Below 10x suggests extended collection cycles. Above 15x suggests either very tight collections or a model (retainer-based) that compresses AR. Use this metric to benchmark against your own historical performance and against peers in your industry.

Collection Effectiveness Index (CEI)

CEI measures what portion of AR actually gets collected: (Revenue - Ending AR) / (Beginning AR + Revenue) × 100.

If you started a period with $80,000 AR, generated $125,000 in revenue, and ended with $100,000 AR, your CEI is: ($125,000 - $100,000) / ($80,000 + $125,000) × 100 = 83%

This means 83% of your collectible AR converted to cash. The balance (17%) aged further into your receivables. CEI above 90% is strong; below 80% signals collection problems. Track CEI quarterly to spot trends.

Aging Analysis

Break down your AR by age bucket. What percentage falls into Current, 31-60, 61-90, and 90+ categories?

Healthy distribution:

  • Current (0-30 days): 60-70%
  • 31-60 days: 20-25%
  • 61-90 days: 5-10%
  • 90+ days: 0-5%

If your distribution shows significant concentration in 61+ day buckets, collection efforts aren’t working. If 90+ day AR keeps growing, you have a fundamental problem with either terms, disputes, or client creditworthiness.

Bad Debt Ratio

Track the dollar amount (and percentage of revenue) written off as uncollectible each year. Professional services firms see 2-4% bad debt rates. If yours consistently exceeds 4%, you have a problem with credit assessment, collection, or both. If it’s consistently below 2%, you might be too conservative with terms and losing revenue to overly cautious credit decisions.

Bringing It Together on Your Dashboard

These five metrics live on a single-screen dashboard. You check it weekly. When DSO ticks up, you see it immediately and investigate. When aging shows concentration in older buckets, you see it and escalate. When bad debt creeps up, you see it and adjust your credit policies.

Integrated CRM and accounting systems (like those that sync customer data from a CRM tool to QuickBooks Online) provide this visibility automatically. Real-time dashboards pull data from both systems, eliminating the manual spreadsheet work that delays insight. You see current, 30-day-old, 60-day-old, and 90+-day-old AR balances by client instantly.

Connecting Your CRM to Your Accounting System

The gap between your CRM and your accounting system is where cash flow problems hide.

In most professional services firms, the CRM owns client relationships: lead status, contact history, opportunity pipeline with dollar values and win probability. The accounting system (QuickBooks Online, for example) owns customer records and invoice history. These systems don’t communicate. Your sales team doesn’t know that the prospect they’re pitching just received a 60-day-past-due notice. Finance doesn’t know that a customer with a $40,000 outstanding balance represents $120,000 in new opportunity value.

How Integration Works

When your CRM integrates with QuickBooks Online, several things happen automatically:

  1. Customer data syncs: Your CRM’s client records push to QBO as customer records, ensuring a single source of truth for contact info, billing address, and payment terms.

  2. Project data flows through: If you track projects in your PM system linked to the CRM client, that project data syncs. QBO knows which invoices tie to which projects and which clients.

  3. AR visibility centralizes: Instead of checking two systems, you see AR status in your CRM. When you open a client record, you instantly see outstanding invoices, payment history, and aging status.

  4. Activity logging captures collections: Every call, email, and meeting logged in your CRM’s activity tracking becomes part of the client’s collection history. The next team member who touches this account sees the previous follow-up efforts, preventing duplicate outreach and missed follow-ups.

  5. Revenue forecasting improves: Your sales pipeline (opportunity values and win probability) combines with AR status and project budgets in one view. You forecast cash more accurately because you account for expected payments (AR that should arrive this month) plus expected revenues (won opportunities).

This integration directly supports the claim that CRM-accounting integration leads to 30% faster payment collection. When data isn’t siloed, collection teams act faster because they have complete information.

Choosing the Right Integration

Look for a CRM and project management system that integrates natively with QuickBooks Online. Many small CRMs (like FirmDesk, for example) offer native QBO integration, syncing customer data, activity tracking, and project information seamlessly. This eliminates the manual data entry, reduces errors, and accelerates collection cycles.

The ROI is straightforward: if integration accelerates DSO by 10 days on $125,000 monthly revenue, you recapture $41,000 in working capital. For most firms, that working capital is worth more than the cost of a better integrated system.

The Retainer Advantage: Predictable Revenue, Lower AR

If payment terms are your first line of defense, retainer models are your secret weapon.

How Retainers Eliminate AR Problems

A retainer is simple: a client commits to paying a fixed monthly fee for access to your service capacity. You invoice at month start; they pay before work begins. From an AR perspective, retainers are perfect. You collect cash upfront, before delivering any service. Your AR is minimal because most revenue arrives prepaid.

For a consulting firm, a $10,000 monthly retainer means $10,000 in the bank on the first of every month before the firm has done any work. If you have five such clients, you’re starting each month with $50,000 of collected revenue. Projects that extend beyond retainer allocation bill on completion, but the bulk of cash is already secured.

Retainers also stabilize cash flow and revenue forecasting. You know with certainty that $50,000 arrives every month from retainer clients. You budget against that guaranteed base, not against hoped-for invoices that might take 45 days to collect.

The DSO Math

Consider the DSO impact. A service firm with $125,000 monthly revenue split between 50% retainer and 50% project work sees dramatically lower DSO than a firm relying entirely on project invoicing.

  • 50% retainer ($62,500): Collected upfront, effectively 0 days outstanding.
  • 50% project work ($62,500): If collected in 30 days on average, effectively 30 days outstanding.

Blended DSO: roughly 15 days. The same firm operating on pure project work with Net 30 terms would see 30-day DSO. That 15-day difference is worth $41,000 in recaptured working capital.

Retainer Adoption Barriers (and How to Overcome Them)

Many service firms hesitate to adopt retainers because they worry about over-committing capacity. “What if a retainer client consumes more hours than we allocated?” This is a real concern, but it’s addressed through clear scope definition and usage monitoring, not by avoiding retainers.

Define retainer scope precisely: “You receive 20 hours of strategic consulting monthly, included in your $5,000 retainer. Additional hours bill at $250/hour.” When clients know the bounds, they adjust expectations. Most accept the model enthusiastically because it gives them predictable budgeting.

Retainer models also attract better clients. Clients willing to commit monthly are usually stable, growing accounts. Clients who resist retainers are often the same ones who later become payment problems.

Key Takeaways

  1. Accounts receivable is a cash flow emergency in disguise. $3 trillion in outstanding B2B invoices represents the collective failure to manage AR. For your firm, high AR means borrowed money, delayed growth, and strained operations.

  2. Payment terms are your first defense. Net 15 is ideal for professional services. Deposits, milestone billing, and risk-based term segmentation protect cash and filter for quality clients.

  3. Systematic follow-up beats ad hoc chasing. A documented collection workflow that escalates from friendly reminders to firm demands to collections agencies reduces DSO by 10-15 days. That 60% of customers pay on time simply from timely reminders makes automation worth the investment.

  4. Real-time AR visibility drives faster collections. Track DSO, AR turnover, collection effectiveness, aging analysis, and bad debt ratio on a dashboard. When you can see AR status instantly, you respond faster.

  5. Integration eliminates silos and accelerates payments. When your CRM syncs with QuickBooks Online and integrates project data, AR visibility centralizes. Collection teams act faster, payment cycles compress, and working capital improves.

  6. Retainer models are AR gold. When possible, shift toward retainer billing. Prepaid revenue eliminates AR for that portion of revenue, compresses cash flow timelines, and attracts higher-quality clients.

Frequently Asked Questions

What is a healthy DSO for professional services firms?

A Days Sales Outstanding of 25-35 days is healthy for professional services. Above 45 days signals a collection problem that needs addressing. If you implement automation and tighter collection processes, you can expect to reduce DSO by 10-15 days within 90 days.

How often should I follow up on overdue invoices?

For invoices 0-30 days overdue, a single reminder email 2-3 days before due date is typically sufficient. For 31-60 days overdue, follow up with a phone call and email. For 61-90 days, escalate to a manager-level conversation and formal payment demand. For 90+ days, escalate to collections or legal action.

Should I charge late fees on overdue invoices?

Late fees can improve collection rates by signaling seriousness, but they damage relationships with clients you want to keep. A better approach: include late fee language in your engagement agreement (e.g., 1.5% monthly interest on invoices past 30 days) but waive fees when clients pay within a reasonable timeframe. This incentivizes early payment without creating friction.

How do I handle clients with chronic payment delays?

First, understand the cause: administrative delays, cash flow problems, or intentional avoidance. If it’s administrative, improved reminders help. If it’s cash flow problems, renegotiate terms—perhaps shorter billing cycles, deposits, or milestone payments. If it’s intentional avoidance, consider ending the relationship. Clients who systematically delay payment often aren’t as profitable as they appear.

What percentage of AR should I write off as bad debt?

Professional services firms typically write off 2-4% of revenue as bad debt annually. Most of that comes from invoices over 90 days old. If you’re consistently exceeding 4%, tighten your credit standards or improve collections. If you’re under 2%, you might be rejecting good clients due to overly conservative credit policies.

How does retainer billing affect my cash flow if a client leaves mid-month?

This is a legitimate concern, but it’s easily addressed in your contract. Standard language: “Retainer is non-refundable. If you terminate this engagement, you receive a credit against future services equal to your unused retainer balance, valid for 30 days.” This prevents refund obligations while maintaining the cash already collected.

Final Thoughts

Reducing accounts receivable isn’t complicated. It requires three things: clear terms, systematic follow-up, and real-time visibility. Start with payment terms that protect cash flow—Net 15 as default, deposits on new engagements, milestone billing where possible. Build a documented collection workflow with escalation sequences tied to invoice age. Invest in a CRM and accounting system that integrate, so AR visibility is instant and actionable.

The professionals who manage this well don’t rack up less AR by accident. They’ve built systems that make it inevitable. Your AR doesn’t have to be a chronic pain point. With a solid receivables process in place, it becomes a competitive advantage—predictable cash flow, lower interest costs, and capital available for growth.

Your next step: audit your current AR metrics. What’s your DSO? How much revenue sits in 90+ day invoices? How long does it take, on average, from invoice to payment? Once you understand your baseline, you can build the systematic improvements that compress DSO, improve collection rates, and protect your bottom line.

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