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In credit management, change is inevitable and necessary for growth. Now, a generational gap has formed where older generations leave tenured positions and younger generations begin their credit careers. 

This transition brings different expectations of the workplace, and an opportunity to shape who leads credit next. Being open to new strategies, new ideas and new people is what makes that change possible, and it is how credit teams can prepare for what comes next.

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In a field like credit management, it’s easy to let stress get out of control as you face an ever-growing to-do list. Similar to how mitigating risk with each transaction protects your company, managing your workload and subsequent stress protects your mental wellbeing and prevents burnout.

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Welcome to this special edition of the Extra Credit podcast: Credit Conversations that Count—a segment where credit professionals can engage in candid conversations about trends, challenges, strategies, and personal wins or lessons in the credit and finance world. We're joined by Anissa Martin, CCE, FinOps director of AR at Driven Brands, Inc., and discussing the idea behind the inception of this segment and where it’s heading. 

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No two people are the same. This mere fact is what makes life so interesting. These differences alone can actually lead to more beautiful and meaningful outcomes so long as people are willing to work together. 

But finding togetherness can be challenging, especially when an individual can’t get along with someone different from them. Nowhere is this more apparent than in today’s workplace, where colleagues of varying ages and backgrounds are expected to collaborate toward the same goals every day.

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There is an art to communication in credit management. With a wide, diverse customer base, credit professionals cater to unique, distinctive needs with each account they serve.

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There’s no denying that credit professionals encounter their fair share of stressful situations. When their customer files for bankruptcy, for example, they’re navigating shifts in communication, payment expectations and business practices all while seeking sound legal advice. 

During challenging times, people look for strong leadership to guide and motivate them. By using an admirable set of character traits, credit managers can provide direction even when the road ahead is uncertain. 

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Salespeople tend to focus on generating as many sales as possible for the company, while the credit team works to protect the company from risk. Despite the differences in the two responsibilities, there is a lot that can be gained through increased collaboration between the two departments. 

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Financial statement analysis is not just about good or bad ratios; it’s about discerning the underlying causes and implications for a company’s financial stability. Delving deeper into financial statements can reveal hidden risks, even when initial figures seem promising.

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Workplace wellness drives performance and keeps teams motivated. When it’s missing, even the most capable associates can start to withdraw, burn out or lose satisfaction in their roles. To prevent that from happening, we’re sharing practical strategies credit leaders can use to improve well-being for their teams and themselves. 

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For decades, Days Sales Outstanding (DSO) has been the default answer to a simple question: how well is a company collecting what it’s owed? It’s easy to calculate, explain and compare across periods, which is exactly why it became the metric many credit professionals reach for first. 

But a company can post a stable or improving DSO while still carrying rising bad debt, an aging portfolio of high-risk accounts or a shrinking cash conversion cycle that’s straining working capital. The number checks out. The reality underneath it doesn’t. 

To form a more complete view of receivables health, credit teams are tracking key performance indicators (KPIs) alongside DSO. 

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