Credit On The Go

Is your credit department helping sales win business, or getting called in only when it’s time to say no?

In this episode of Credit on the Go, TCLM’s Bob Shultz explores with his co-founder, Dave Schmidt, how credit and sales can move beyond friction and work toward the same goals: profitable revenue, stronger customer relationships, and cash in the bank. The key isn’t avoiding every disagreement. It’s building trust, sharing information early, and finding workable ways to do business without ignoring the risks

Drawing on firsthand experience, Dave and Bob discuss pre-credit checks, customer visits, clearer policies, and ways to structure higher-risk sales. Along the way, they share how a simple invoice change resolved a persistent collection problem, and how sharing payment and profitability data helped salespeople uncover opportunities to sell more.

Listen for practical ways to replace last-minute surprises with earlier conversations, and turn “Why did you stop my order?” into “How can we make this work?”

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A customer short-pays an invoice. Your team retrieves the backup, investigates the claim, chases an internal approval, and eventually clears the balance. But has anyone fixed the problem that caused the deduction…or will the same issue generate another hundred claims next month, and the month after?

In this rebroadcast of the May 22, 2025, Credit on the Go Podcast, TCLM’s Bob Shultz speaks with Jessica Butler, founder and principal of the Attain Consulting Group, about moving deduction management beyond clearing transactions to preventing avoidable losses. Drawing on more than 25 years of helping companies manage deductions, chargebacks, and short payments, Butler offers a practical roadmap for finance executives responsible for order-to-cash performance.

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The Starting Point

The fact is that disputes and deductions are taken for a variety of reasons. They are not one undifferentiated backlog. They are a window into chronic process breakdowns, system glitches, or staff training opportunities. In some cases, they can be driven by a customer working the system to delay making a payment.

Each driving issue requires a specific corrective action. For example: Valid trade-promotion deductions need fast validation and resolution. Shortages, pricing discrepancies, late deliveries, and other compliance claims need a different approach, one that identifies invalid charges, addresses underlying process failures, and prevents repeat deductions. Reliable reason codes and historical data help determine where to focus.

The conversation explores several choices that directly affect workload, profitability, and customer relationships:

* Accountability: Deduction management cannot sit with finance alone. It is a cross-functional business issue. Sales, customer service, and operations all influence the outcome. Butler explains why a concise monthly dashboard (showing major deduction categories, aging, invalid claims, and underlying responsibility) can engage senior management more effectively than a lengthy report.

* Write-offs: Automatic thresholds can reduce low-value processing, but they should not make small deductions disappear from scrutiny. Periodic reviews of grouped write-offs can reveal recurring errors, recoverable claims, or customers repeatedly deducting amounts at the threshold.

* Automation: Before selecting a solution, measure where the team spends its time. Butler finds that retrieving supporting documentation often consumes much of the workday, leaving little time for analysis. Automating document collection and reason-code assignment can help redirect that effort.

* AI: Beyond extracting information, AI can use historical outcomes to help distinguish likely valid deductions from likely invalid ones. That creates an opportunity to prioritize disputes with recovery potential while reducing unnecessary research on claims likely to be valid.

Butler’s closing advice is deliberately manageable: start with one troublesome customer or deduction category, make a measurable improvement, and build from there. For executives facing a persistent backlog, this episode reframes the objective: not simply to process deductions faster, but to reduce preventable claims, protect the bottom line, and make the process work better for customers and employees alike. Removing one root cause can eliminate unnecessary costs, wasted time on repeated reworks, delays, the erosion of customer satisfaction, and your company’s competitiveness.

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Revenue may be growing, but growth does not automatically translate into available cash. In this episode of the Credit on the Go podcast, TCLM’s Bob Shultz speaks with Henry Ijams, founder of StreamTech Advisors, about the operational frictions that slow the conversion of a sale into cash, and what finance leaders can do about them.

Ijams brings a rare combination of commercial-lending, financial-operations consulting, research, and fintech experience, including leadership roles at PayStream Advisors, AvidXchange, Paymerang, and Corpay. His central question is deceptively simple: What keeps businesses from getting paid? The answer reaches well beyond collections.

Their conversation examines why liquidity is increasingly essential not just to fund daily operations, but to absorb surprises, preserve borrowing capacity, and give companies strategic flexibility. They explore the many places cash can become “stuck” after a sale: in disconnected systems, invoice disputes, deduction processes, fulfillment and acceptance requirements, inventory cycles, and handoffs among sales, operations, billing, credit, and collections.

Among the practical ideas discussed:

* Looking beyond a headline DSO figure to identify what is actually driving delayed cash.

* Creating a “cash held hostage” list of the largest overdue invoices and tracing the history behind each one.

* Using data, and potentially accessible AI tools, to identify recurring causes of late payment.

* Building shared goals with sales, operations, procurement, and other upstream stakeholders rather than treating collections as a standalone function.

* Assigning ownership, tracking progress, and focusing cross-functional teams on the issues that can release the most working capital.

This is a useful conversation for CFOs, treasurers, controllers, credit executives, collections leaders, and anyone responsible for converting profitable sales into reliable cash flow. The central takeaway: improving liquidity is a team sport, and greater transparency into the entire time-to-cash cycle is where the work begins.

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About Our Guest:

Henry Ijams has spent his career at the intersection of financial operations and technology: from commercial lending at Citibank to founding research and advisory firm PayStream Advisors, covering financial operations automation and B2B payments, to product management and product marketing leadership at three of the largest billing and payment technology companies (Paymentus, AvidXchange, Paymerang, and Corpay), to launching Streamtech Advisors, where he provides advisory work for operators who need to fix their financial operations, and GTM consulting for the fintechs selling to them. He can be reached at [email protected].

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In this episode of the Credit on the Go podcast, TCLM’s Bob Shultz and veteran credit professional Rich Ferrara examine a management issue that is often treated as discretionary but directly affects revenue, working capital, risk, and customer experience: training the order-to-cash team.

Drawing on Ferrara’s 42-year career at Dun & Bradstreet and his professional credit-management background, the discussion makes the business case for structured education in credit, collections, and accounts receivable. Rather than framing training as an expense to be trimmed during uncertain periods, the conversation connects it to measurable operating outcomes: faster credit decisions, more effective account monitoring, sounder credit-limit decisions, lower bad-debt exposure, improved collections performance, and stronger cash flow. It also explores the less visible, but equally consequential, benefits of employee confidence, productivity, retention, and internal mobility.

This episode is especially relevant for chief financial officers, treasurers, controllers, vice presidents of finance, order-to-cash leaders, credit directors, accounts-receivable and collections managers, shared-services leaders, and sales or customer-service executives whose teams depend on fast, reliable credit and receivables operations.

The Central Message Is Straightforward

An undertrained credit and collections organization creates avoidable friction across the full order-to-cash cycle. Delayed credit approvals can hold up profitable sales; poor decisions can result in losses; weak collection practices can impair liquidity; and invoice errors or ineffective customer interactions can make a company harder to do business with.

Bob and Rich outline the foundations of an effective training program, beginning with orientation to the company’s business model, risk tolerance, customer base, credit policy, organizational responsibilities, and place in the broader cash-conversion cycle. From there, employees need practical, role-specific development in areas such as:

* Maintaining complete and usable customer credit files

* Using external credit, public-record, and other verification resources

* Analyzing financial statements, including cash-flow information

* Translating information into consistent credit and credit-limit decisions

* Monitoring existing accounts for payment deterioration and emerging risk

* Beginning collections early enough to resolve disputes and limit exposure

* Recognizing the difference between a routine payment objection and a genuine warning sign

* Negotiating effectively with difficult or delayed-paying customers

* Understanding compliance and know-your-customer-related responsibilities

The episode also offers a pragmatic message for smaller teams and managers without large training budgets: formalization matters, but an effective program does not have to begin with a major investment. Managers can combine a documented training outline with trade-association resources, online education, mentoring, job shadowing, lunch-and-learns, strategic delegation, and external conferences or certifications.

Why Should You Listen?

Executives responsible for credit, receivables, collections, customer service, finance operations, or treasury should listen because the episode positions employee capability as an operational control, not simply an HR initiative.

It will be particularly useful if you are trying to:

* Protect cash flow. Staff capability affects collections discipline, earlier problem detection, dispute resolution, and the ability to prevent receivables from becoming unnecessarily delinquent.

* Support profitable growth. Well-trained teams can make timely, consistent credit decisions that help sales move without compromising the company’s risk appetite.

* Improve the customer experience. Customers notice slow approvals, invoice mistakes, unanswered inquiries, and poorly handled collection calls. Training helps reduce those failure points.

* Reduce credit losses. Employees need the judgment to evaluate credit information, understand financial statements, establish appropriate limits, and escalate risk before it becomes a bad-debt event.

* Create consistency across the process. Clear policies, role definitions, decision tools, and monitoring practices reduce dependence on individual tribal knowledge and help the department scale.

* Develop the next generation of leaders. Mentoring, strategic delegation, and creating development pathways all help credit and collections professionals advance and staff tomorrow’s enterprise.

* Build a practical program from scratch. The episode provides a useful framework for managers who know their teams need more development but are unsure where to start or how formal the initiative needs to be.

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About Our Guest

Rich Ferrera spent 42 years at Dun & Bradstreet, including leadership roles in data management and product implementation across all market segments: Finance, Credit Risk, Supplier Risk, Compliance, and Sales & Marketing. He currently assists users, investors, lenders, and consulting firms in gaining a better understanding of the commercial data management and business information vendor space used to evaluate credit and finance risk, supplier risk, compliance, KYC needs, counterparty risk, and to accelerate sales and marketing. He can be reached at [email protected].

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When a customer’s financial distress turns into a bankruptcy filing, the credit team’s preparation and speed of response can materially shape the outcome. In this episode, bankruptcy attorney Christopher Ng joins TCLM’s Bob Shultz on the Credit on the Go podcast to help accounts receivable and credit leaders recognize risk earlier, protect their organizations, and understand the options available once a customer enters insolvency proceedings.

Recognition and Recovery

Christopher and Bob explore the early warning signs that can precede a commercial bankruptcy, from stretched payment terms, broken promises, reduced transparency, and unusual third-party payments to a sudden surge in order volume that may signal an inventory “load-up” rather than healthy growth. They also discuss why proactive communication between credit, collections, sales, and field teams is one of the most valuable sources of real-time intelligence.

The conversation then moves from prevention to response: what secured status really means, the limitations of personal guarantees and UCC filings, when involuntary bankruptcy may be an appropriate strategic tool, and how assignments for the benefit of creditors differ from formal bankruptcy proceedings.

The Key Takeaway

Most importantly, listeners will come away with a practical first-response mindset for the moment a bankruptcy notice arrives: halt collection activity that could violate the automatic stay, assess open orders and goods in transit, gather the governing contracts and account history, calendar court deadlines, and quickly evaluate alternative recovery paths such as reclamation, lien, bond, or guarantor rights—with qualified bankruptcy counsel involved early.

For AR leaders, this is a timely, highly practical discussion about turning “we didn’t see it coming” into a more disciplined, informed credit-risk response.

The information contained herein is for general educational purposes and may not reflect current legal developments or the specific circumstances of your business. It is not intended, and should not be relied upon, as legal advice. Credit and other finance professionals should seek independent counsel regarding any bankruptcy-related matter.

About Our Guest:

Christopher E. Ng, Esq. is the Managing Partner of Gibbs Giden. This law firm provides trusted legal counsel across California, Nevada, and Arizona, with an emphasis in Business, Commercial, Real Estate, and Construction Law. Gibbs Giden is nationally ranked by U.S. News & World Report for excellence in Construction and Real Estate Law, and The Los Angeles Business Journal also recently recognized them as one of LA’s Top 25 Law Firms to Work For and Most Admired Law Firms. he can be reached at [email protected].

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Growth is a welcome challenge, but without scalable processes, clear accountability, and the right operating support, it can quickly strain cash flow, customer relationships, and management capacity. In this episode of the Credit on the Go podcast, TCLM’s Bob Schultz speaks with Sharique Nisar, CEO of Market Quotient, about the inflection point at which growing companies must decide whether to build capabilities internally, redesign their operating model, or selectively outsource critical functions. Their discussion is particularly relevant to CFOs, treasurers, credit leaders, and other financial executives responsible for protecting liquidity while supporting growth.

The conversation examines a familiar pattern: decisions remain concentrated with founders or senior leaders, informal processes no longer hold up at scale, and employees compensate manually for gaps in systems, documentation, and role clarity. The consequences often surface first in financial and commercial outcomes—late or inaccurate invoices, rising disputes, collection delays, customer-service failures, missed delivery commitments, vendor penalties, and lost sales opportunities.

For executives considering outsourcing, the key message is that outsourcing should not simply transfer a problem to a third party. It should begin with an objective view of how work actually moves across the organization—from customer inquiry through order fulfillment, invoicing, and payment. That assessment can reveal duplicate effort, approval bottlenecks, inadequate follow-up, and activities that are consuming senior-management time without requiring senior-management judgment.

This episode also offers practical starting points for leaders facing capacity constraints:

* Document one or two essential end-to-end processes and establish a consistent way of working.

* Identify work that only senior leadership can perform, and work that can be delegated, automated, or externally supported.

* Create protected time to work “on” the business: review process performance, set priorities, and plan for the next stage of growth.

* Evaluate outsourcing partners for their ability to improve process discipline and visibility, not merely provide lower-cost labor.

The strategic question for every leadership team is straightforward: If the business doubles, will its processes, cash flow, customer experience, and decision-making structure hold up? Listen for a candid discussion of how organizations can build operating capacity before growth exposes the cracks.

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About Our Guest:

For almost two decades, Sharique Nisar has been more than a consultant—he’s been a builder. As CEO of Market Quotient, he’s helped reshape the company into a global partner known for business process optimization and strategic consulting. He’s remained firmly in the trenches throughout, leading each phase of growth with a mix of strategy, creativity, and execution. Sharique earned an M.Sc. in Econometrics and Finance from the University of Calcutta. He can be reached at [email protected]

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In this episode of Credit on the Go, Torsten Boehler, Managing Director of Holomastrik, Ltd., sits down with TCLM’s Bob Shultz to share his view that cyber risk needs to be understood as a liquidity problem rather than a purely technical Issue. That shift is exactly why this podcast is worth your time. For financial executives, the discussion is especially relevant because it connects cyber incidents to cash conversion, collections, supplier payments, covenant pressure, and business continuity.

The discussion makes a practical case that many organizations underestimate the speed and severity of the cash impact when systems, billing, or a critical third party are disrupted. It also challenges a common assumption: that cyber insurance alone is a sufficient backstop, when in reality reimbursement may lag the immediate need for working capital.

Preparation is Key

What makes the episode especially useful is its focus on preparation. Rather than staying at the level of headlines, the speakers walk through a “calm Monday” approach: identifying the systems that stand between an order and the collection of receivables, stress-testing liquidity, clarifying who can authorize decisions, and rehearsing communication paths with banks, suppliers, insurers, and the board.

The podcast also grounds these ideas in real-world examples, showing how cyber events can ripple outward from one company to its suppliers, customers, and financing partners. For CFOs, treasurers, credit leaders, and other financial executives, this is a timely reminder that cyber readiness is now part of liquidity management, not separate from it.

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About Our Guest

Torsten Böhler is a senior financial operator and advisor with nearly two decades of international leadership across banking, capital markets, private equity, and SMEs. Through his firm Holomastrik Ltd., he supports corporates in the UK, Ireland, and the DACH region on liquidity management, turnaround execution, and AI-enabled performance improvement.

His recent book, Liquidity Under Pressure – The CFO’s Guide to Strategic Management and Decision Making Under Uncertainty (2026), explores practical frameworks for navigating liquidity risk and decision-making in volatile environments. Follow his insights on LinkedIn, visit www.holomastrik.ie, or email Torsten at [email protected].

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In a high-stakes environment where interest rates are rising and “zombie companies” are finally facing the music, the latest episode of the Credit on the Go podcast offers a masterclass in modernizing the cash conversion cycle. Host Bob Schultz sits down with Jerry and Mike Flum of Credit Risk Monitor to discuss why traditional credit bureaus might be leaving your business exposed to unnecessary risk.

Predicting the “Big Bang” of Bankruptcy

The core message for financial executives is clear: stop focusing solely on payment delinquency and start focusing on bankruptcy prediction. While traditional scores might show a company is paying on time, Credit Risk Monitor highlights how sophisticated companies use “cloaking” behaviors, such as maintaining prompt payments to secure cheap trade credit while their underlying financials are actually collapsing.

To combat this, the podcast breaks down two essential tools:

* The FRISK Score: Boasting a 96% accuracy rate in predicting public company bankruptcy 12 months in advance, this score uses a “generalized additive regression model” that includes stock market volatility, financial ratios, and unique crowdsourced sentiment derived from the research behaviors of thousands of credit professionals.

* The Pace Score: Designed for private companies, this model identifies high-risk entities even when they are “hoodwinking” the market by making prompt payments right up until the point of collapse.

The “Hero” Opportunity in Supply Chain

One of the most compelling segments for credit managers is the opportunity to expand their mandate into supply chain monitoring. Most procurement teams only check a vendor’s health during onboarding, but continuous monitoring is vital because financial distress often manifests as cuts in R&D, quality control, and capacity long before a total failure occurs. Credit professionals can become heroes within their organizations by leveraging their financial expertise to assist procurement in identifying risks with critical sole-source suppliers.

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AI and the “Moral Hazard” of Bad Data

As more companies automate their order-to-cash processes, the guests issue a stern warning regarding Artificial Intelligence: “garbage in, garbage out” is now on steroids. Relying on outdated or thin data in AI models creates a long-term financial moral hazard, embedding costly errors into automated systems that are difficult to correct once they are established.

Strategic Impact: “Circling the Wagons”

The podcast concludes with actionable strategies for proactive risk mitigation. By segmenting portfolios based on these advanced risk scores, treasury and credit executives can “circle the wagons,” thereby developing strategies to wind down exposure to high-risk entities well before a bankruptcy notice arrives. This approach allows companies to ensure the profit made during a relationship far exceeds any eventual write-off, protecting the bottom line in an increasingly volatile market.

Tune in to learn how to move from reactive decision-making to strategic portfolio management.

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About Our Guests

Jerry Flum is the Founder and Executive Chairman of CreditRiskMonitor.com, Inc. (CRMZ), while Mike Flum is the company’s President and CEO. Established in 1999, CRMZ provides interactive B2B SaaS subscription products for credit and supply chain managers in the United States. The company’s products and services include:

* CreditRiskMonitor is a platform providing public and private company information

* SupplyChainMonitor is a platform for monitoring supply chain risks

* Credit Limit Service is an add-on subscription service to establish, update, and manage credit limits

* Confidential Financial Statements Solution (CFSS) streamlines the financial risk assessments of private company counterparties

* The FRISK Score is a daily updated, structural statistical model for predicting public company bankruptcies over the following 12 months

* The PAYCE Score measures financial stress when no financial statements are available for private companies

* FAST Rating is a financial health assessment product

* Risk Level provides a framework to consolidate financial risk analytics

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AI can speed up collections, but it cannot replace the human touch that gets customers to respond. In this episode of the Credit on the Go Podcast, TCLM’s Bob Schultz and Thea Dudley, also known as the “Credit Overlord”, discuss how credit teams can use technology to work smarter while still relying on relationship-building, judgment, and plain old business sense. They explore how automation can help with tasks like invoicing, reminders, and contract review, while emphasizing that real progress in collecting balances due from business customers still depends on trust, communication, and knowing when a situation needs a person, not a process.

Relationships and Judgment Still Matter

Bob and Thea dig into the changing world of credit and collections, where automation and AI are increasingly part of the workflow but not the whole answer. The conversation centers on a simple idea: credit and collections is a business function, and business still runs on relationships. Thea explains that whether you are opening new accounts, following up on past-due balances, or assessing risk, nothing replaces the value of knowing your customer, understanding their business environment, and speaking with them directly when issues come up.

They talk about the practical ways AI can help teams reduce manual work and improve efficiency. That includes sending invoices and statements, handling reminders, reviewing contracts, and flagging accounts that may need attention. But they also stress that these tools work best when they support people rather than replace them. In Thea’s view, AI should serve as an assistant that handles the repetitive work so credit professionals can focus on the more complex, human parts of the job.

The episode also tackles a big concern many teams have right now: the fear that automation will make jobs disappear. Bob and Thea argue that the right approach is to use technology to free people from dull, repetitive tasks so they can spend more time on higher-value work. That might mean resolving disputes, building stronger customer relationships, collaborating with sales, improving internal processes, or developing future leaders through training and succession planning. Their point is that automation should create room for more thinking, not less.

A major thread throughout the discussion is the importance of judgment. Thea shares examples that show how experience, intuition, and direct conversation can reveal whether a customer is truly in trouble or simply making excuses. Bob reinforces that point with stories in which a customer's personal knowledge changed the outcome for the better. Together, they make a strong case that collections is not just about chasing payment. It is about making informed decisions that protect revenue while preserving long-term business relationships.

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The Takeaway

For anyone responsible for collecting balances due from business customers, this episode is a reminder that the best results come from combining smart tools with strong human instincts. AI can help you move faster and work more efficiently, but it is the relationship, the conversation, and the judgment behind the call that often make the difference. This discussion offers a practical, reassuring perspective for credit professionals who want to embrace technology without losing what makes their work effective.

About Our Guest

Thea Dudley, better known as “The Credit Overlord”, is a nationally recognized authority in credit management with over 35 years of experience spanning distribution, manufacturing, and construction, having served as Vice President of Financial Services for two national distributors after cutting her teeth in her family’s subcontractor and lumber yard businesses. A fierce advocate for the credit profession, she’s a sought-after speaker at major industry events, hosts the popular LBM Talks Credit podcast, writes a long-running credit advice column and hosts monthly webinars for LBM Journal, and is the author of “The Credit Overlord’s Guide to Credit & Collections” and “Credit Advice Unleashed – Volumes 1 & 2,” all available on Amazon. Throughout her career, she has led credit teams of every size, transformed cash-flow processes, and coached credit managers, sales teams, and CFOs on navigating the high-pressure world of trade credit, and she brings a refreshing blend of expertise, humor, and straight talk that empowers credit professionals to lead with confidence, protect their companies, and keep their sanity intact. Thea can be reached at [email protected].

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In this episode of the Credit on the Go podcast, TCLM’s Bob Shultz speaks with Pam Krank, CEO and founder of The Credit Department, Inc., about how companies can modernize and strengthen trade receivables management. The discussion focuses on the practical challenges of order-to-cash operations in complex environments, especially where private equity ownership, acquisitions, fragmented systems, and manual processes create inefficiency and risk.

What You Will Learn

Pam explains how effective receivables management is not just about collections, but about bringing structure, automation, and visibility to the entire process. Her team helps companies identify portfolio gaps, quantify risk, improve reporting, and accelerate cash flow by organizing data that often sits across portals, customer hierarchies, and disparate systems.

A major theme of the conversation is that successful change depends on more than adding headcount. The right partner brings process expertise, automation, and the ability to diagnose issues early, communicate clearly with leadership, and track measurable results over time.

This discussion is especially relevant for any finance professional facing acquisitions, portal-heavy customer bases, and fragmented receivables processes. If your team is looking for better visibility, stronger performance, and a more strategic approach to receivables management, this episode delivers practical insight you can use right away.

Smarter decisions start here. Subscribe to Trade Credit & Liquidity Management for expert insights, strategies, and updates on the evolving quote-to-cash landscape.

The Bottom Line

For corporate credit, treasury, and finance leaders, the episode offers a strong reminder that receivables performance directly affects liquidity, customer experience, and operational control. It also highlights the importance of choosing the right outsourcing or automation partner, one that can prove value quickly, support cross-functional collaboration, and uncover opportunities that manual processes often miss.

About Our Guest:

Pam Krank founded The Credit Department, Inc., in 1993 with the mission of helping SMBs increase cash flow and reduce costs by providing strategic processes, technologies, and trained personnel via outsourced, virtual credit departments. Before that, Pam spent over a decade as a credit supervisor with 3M. She can be reached at [email protected].

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