GAP 6×6 focus: Finance & Performance · Process & Operations · Technology, Data & AI
Headline outcome: $2.6m cash released while strengthening the order-to-cash operating rhythm.
A PE-backed technology business released approximately $2.6 million of cash by redesigning Order-to-Cash and strengthening commercial accountability.
The situation
Growth had created complexity across sales, contracting, billing and collections. Commercial activity and financial management were not connected strongly enough, limiting visibility of customer commitments, invoices and expected cash receipts.
Why it mattered
Weak Order-to-Cash capability constrains cash conversion, consumes management time and makes growth harder to finance. Adding effort without correcting the underlying process would have reinforced dependency on workarounds.
The intervention
The end-to-end process was diagnosed across Sales, Commercial, Finance and Operations. Responsibilities were clarified, Salesforce use was strengthened, information flows were improved and billing and collection activity were connected to clearer ownership and decision-making.
The work combined process redesign with executive engagement and mentoring so the improvements could be sustained rather than remaining dependent on an interim leader.
The evidenced outcome
- Approximately $2.6 million of cash released
- Stronger visibility of the sales pipeline, customer commitments, billing and expected receipts
- A more controlled and scalable Order-to-Cash process
- Clearer cross-functional accountability and management decision support
What it demonstrates
This illustrates the GAP principle of focusing on the vital few constraints. Cash improvement came from resolving the connected capability gap across process, systems, information and accountability—not from asking the team to work harder.