Author: GSCF

Why Data Integration Is the Hidden Constraint on Working Capital Performance
Across nearly every finding in GSCF’s Working Capital Leadership Report 2025, one theme stands out: data integration remains the primary bottleneck to working capital performance.

Only 10% of organizations report fully integrated, real-time data, while 50% describe their systems as only partially integrated, and 25% say they are not integrated at all. Even where automation exists, maturity remains limited: 40% report moderate automation, 36% basic and 23% none.

This fragmentation fuels manual processes, weak forecasting and limited visibility. The result is a growing gap between finance transformation and operational reality.

Leading corporates prioritize integration as the foundation of working capital performance. By connecting systems and aligning data, they transform reporting into real-time intelligence and liquidity into a strategic advantage.

Key Takeaways
- Fragmented data environments are the single biggest constraint on working capital performance.
- Automation without integration delivers limited value and often increases manual workarounds.
- Integrated data is the foundation that enables forecasting accuracy, funding optimization and cross-functional execution.
How GSCF Helps

GSCF aggregates transaction and program data to reduce manual processes and improve transparency and operational efficiency.

With C4 (Connected Capital Control Center) coming soon, this integration extends across the entire working capital portfolio, including programs and funders beyond GSCF. By consolidating data into a single, unified view, C4 enables organizations to manage working capital with greater control, consistency and confidence.

Learn more: Download the Working Capital Leadership Report
February 26, 2026
Multi-Funding Solutions for Dynamic Liquidity
The way corporates fund working capital is evolving rapidly. While traditional bank financing remains important, GSCF’s Working Capital Leadership Report 2025 shows a clear shift toward diversified funding structures.

50% of respondents use receivables finance or factoring, 33% have adopted supply chain finance, and 24% now fund working capital programs through multiple sources. At the same time, 23% report using none of these tools — often due to execution and operational complexity rather than lack of awareness.

Diversification brings flexibility. But it also introduces fragmentation.

As organizations blend bank and alternative capital, the challenge shifts from access to liquidity to maintaining portfolio-level visibility, governance and control across multiple programs, funders and structures.

Liquidity is no longer managed program by program. It must be managed at the portfolio level.

The leaders are those who treat funding strategy as a lever but pair diversification with unified oversight. Without centralized visibility, multi-funding strategies can create blind spots in exposure, concentration risk and allocation.

Key Takeaways
- Diversified funding increases flexibility and increases structural complexity.
- Fragmented ecosystems require portfolio-level visibility and governance.
- Execution complexity, not lack of solutions, is what limits advancement.
How GSCF Helps

GSCF’s Connected Capital ecosystem simplifies access to both bank and alternative capital solutions within a unified platform.

C4 (Connected Capital Control Center), coming soon, serves as the portfolio-level control layer across diversified funding programs — enabling real-time visibility into exposure, concentration risk and capital allocation across multiple funders and structures.

This allows organizations to pursue multi-funding strategies with confidence, without sacrificing operational efficiency or governance.

Learn more: Download the Working Capital Leadership Report
February 16, 2026
Why 24% Are Pulling Ahead — The Rise of the Working Capital Champions
Not all organizations are progressing at the same pace. The 2025 data from GSCF’s Working Capital Leadership Report identify a distinct group. 24% of respondents are classified as “Working Capital Champions,” and are setting a new standard for liquidity leadership.

What differentiates these leaders is not access to more tools and data, but how they use them. Champions are significantly more likely to report advanced automation, cross-functional ownership and executive sponsorship of working capital initiatives.

The impact is tangible. Champions consistently report stronger confidence in forecasts, faster cash conversion cycles and more resilient supplier relationships. Rather than relying on blanket term extensions, they segment suppliers and align payment strategies to risk and value.

For companies still early in their journey, the message is clear: progress does not start with perfection. It starts with leadership, collaboration and a commitment to treating working capital as a strategic asset.

Key Takeaways
- Working Capital Champions differentiate themselves through data, governance, leadership and collaboration rather than tools alone.
- Executive sponsorship and cross-functional ownership are consistent traits among high performers.
- Sustainable liquidity improvement is cultural as much as it is technical.
How GSCF Helps

GSCF provides a single platform to originate, manage and analyze working capital programs, replacing fragmented systems and data with connected operational insight.

With C4 (Connected Capital Control Center), coming soon, Working Capital Champions gain centralized governance and oversight across global working capital portfolios, supporting executive sponsorship and disciplined execution. C4 provides leadership teams with a consistent, portfolio-wide view of working capital performance and exposure, reinforcing data discipline and cross-functional alignment.

Learn more: Download the Working Capital Leadership Report
February 2, 2026
From Balance Sheets to Business Strategy — Why Working Capital Is No Longer a Back-Office Metric
Working capital has officially moved into the strategic spotlight. According to GSCF’s Working Capital Leadership Report 2025, 75% of companies review working capital metrics at least quarterly, and 38% now do so monthly, which is a clear signal that liquidity is becoming part of the management rhythm.

But reviewing metrics is only the first step. While 65% track Days Sales Outstanding (DSO) and 48% track Days Payables Outstanding (DPO), far fewer monitor integrated indicators such as the Cash Conversion Cycle (38%). These metrics tell the full story of how cash moves through the business, yet they remain underutilized.

The data highlights a growing divide between organizations that measure working capital and those that act on it. Fragmented systems remain a major barrier, with only 10% reporting fully integrated, real-time data across finance, procurement, and ERP platforms.

By contrast, advanced organizations embed working capital metrics into everyday decisions. Procurement policies and customer terms are all informed by cash impact. In these businesses, working capital has evolved from a set of ratios into a shared language across the enterprise.

Key Takeaways
- Reviewing working capital metrics more frequently has not automatically translated into better decision-making.
- Organizations that fail to track integrated measures like Cash Conversion Cycle are managing symptoms, not the system.
- Data integration, not metric availability, is the real barrier between visibility and action.
How GSCF Helps

GSCF provides a single platform to originate, manage and analyze working capital programs, replacing fragmented data, systems and processes with connected operational insight.

C4 (Connected Capital Control Center), coming soon, builds this foundation by standardizing portfolio-level monitoring and analytics across all working capital programs, including those outside of GSCF. By consolidating performance, exposure and utilization data, C4 enables working capital metrics to be used consistently across finance, treasury, procurement, channel sales and supply chain functions.

Learn more: Download the Working Capital Leadership Report
January 22, 2026
A CFO’s Perspective: The Working Capital Path to a Reshoring Advantage

The allure of low-cost offshoring has been a dominant theme in manufacturing for decades. Companies looked to minimize labor costs, chasing a seemingly simple formula for profitability. However, recent years have exposed the fragility of this model. The promise of cheap production has been replaced by the reality of escalating tariffs, unpredictable shipping delays and a global supply chain that is increasingly vulnerable to geopolitical and economic volatility.

At GSCF, we have a very different kind of conversation with our manufacturing partners. The focus is no longer on how to push production as far as possible, but on a more strategic, and ultimately more profitable, question: How do we bring operations closer to home to build a more resilient and efficient future?

The answer, for many, is strategic reshoring and consolidation of their domestic operations. This is not a wholesale reversal of strategy; rather, it is a surgical approach to modernizing and centralizing their footprint. This often means shutting down underperforming plants and reinvesting that capital into expanding and upgrading flagship facilities in the U.S. The logic is compelling. By reducing or eliminating the need to import finished goods, manufacturers can avoid burdensome tariffs, drastically cut shipping costs, and shorten lead times from months to mere days. The result is a more agile, cost-effective, and responsive business model.

However, this strategic pivot comes with a significant and immediate financial hurdle. While the long-term cost savings are clear, the upfront capital expenditure required for facility modernization, new equipment, and operational restructuring can be substantial. It’s an investment in a more efficient future that can strain a company’s working capital and balance sheet in the present. This is precisely the moment when a strategic financial partnership becomes invaluable.

This is where GSCF enters the conversation. Our role is not that of a traditional lender with fixed requirements. Instead, we see ourselves as a partner in your business’s evolution. We provide a flexible, capital injection that is specifically designed to bridge this financial gap. This allows you to execute your reshoring strategy with confidence, without draining your existing cash reserves or taking on the kind of restrictive, long-term debt that can hinder future growth. Our working capital solution is a key that unlocks your ability to invest in automation, new technology, and streamlined logistics, creating a supply chain that is not only more cost-effective but also more predictable and reliable.

The future of manufacturing in the U.S. lies in a smart, consolidated approach that leverages technology and proximity to the customer. This strategy offers a clear path to greater profitability and resilience in an uncertain world. While strategic vision is the first step, the right financial backing is what makes it a reality. If you are a manufacturer looking to secure your supply chain and unlock a new level of operational efficiency, I encourage you to reach out to GSCF. Let’s discuss how a working capital partnership can help you build the future of your business – right here at home.

October 21, 2025
GSCF Advances Connected Capital Platform to Originate, Manage and Analyze Working Capital Programs
Platform Adoption Fosters Network Integrating Corporate Clients and Funding Partners

RELEASE DATE: 16 September, 2025, 9:00 am EDT

NEW YORK, September 16, 2025 – GSCF, a leading global provider of working capital solutions, today announced strong market adoption and significant new platform enhancements one year after its launch of Connected Capital. Built to unify bank financing and alternative capital on one servicing platform, Connected Capital has evolved into a scaled ecosystem delivering broader risk coverage, faster liquidity access and a more streamlined servicing experience for global enterprises, growth-stage companies and financial institutions.

Since launching the platform in 2024, GSCF has activated 30 new working capital programs with leading enterprise corporates and emerging growth companies while deepening collaboration with its bank and asset manager partners to support more than $52 billion in volumes. The Company’s integrated servicing model helps clients optimize working capital through access to cost-efficient bank funding from a curated group of bank partners alongside flexible alternative capital solutions supported by GSCF’s asset manager partners.

“In 2025, we’ve moved from launch to scale,” said Doug Morgan, Chief Executive Officer of GSCF. “By combining our industry-leading service infrastructure with the Connected Capital funding model, we’re helping clients expand funding coverage, unlock liquidity in new places, drive sales growth and manage global programs with greater precision. This is what the Office of the CFO demands today – choice in capital, control in servicing and clarity in data.”

Platform Enhancement: Strengthening Connectivity and Control

GSCF continues to invest strategically in technology, introducing new capabilities that unify data, decisioning and workflows across global working capital programs:
- Connected Capital Control Center: A centralized hub that consolidates program data across buyers, suppliers, funders and regions and offers real-time visibility into utilization, risk, KPIs and cash flow drivers. The solution offers tailored dashboards that empower finance teams to coordinate actions across complex, multi-entity programs with clarity and precision.
- Data Integrations and AI Readiness: Enhanced API connectivity across multiple ERPs and financial systems to eliminate data silos and automate onboarding, reconciliation and reporting. GSCF’s cloud-native platform consolidates data to drive smarter decisions and deliver AI-powered analytics at scale.
- Servicing at Scale: A flexible, technology-enabled operating model supported by GSCF’s expert managed services – from high-touch to self-service – accelerates the time to first funding and reduces operating costs for corporate clients.
“Clients want funding flexibility without operational complexity,” said Shannon Dolan, Chief Product Officer of GSCF. “Our next generation Connected Capital platform brings together data and decisioning across programs and partners, enabling teams to act from a single source of truth, accelerate access to capital and continuously optimize cash performance.”

Why Connected Capital Now

In today’s volatile operating environment, evolving supply chain networks and multi-entity corporate structures require broader risk coverage and faster execution. GSCF’s Connected Capital platform supports clients with:
- Expanded Reach: Ability to serve more buyers, suppliers and geographies while mitigating program risk.
- Greater Flexibility: Multi-funder structures that extend coverage across non-investment grade buyers, non-core geographies and complex program requirements.
- Faster Liquidity Access: Near real-time execution achieved through program design and data integration.
- Lower Operating Friction: Configurable workflows that reduce program complexity and custom builds.
- Actionable Intelligence: Real-time insights that transform working capital from a tactical lever into a strategic growth engine.
About GSCF

GSCF is the leading global provider of working capital solutions. The Company enables corporates and financial partners to accelerate growth, unlock liquidity and manage the risk and complexity of the end-to-end working capital cycle. We originate, manage and analyze working capital programs through our innovative Working Capital as a Service offering, combining the power of a configurable and comprehensive technology platform, expert services and a Connected Capital ecosystem of alternative capital solutions and bank capital. GSCF’s team of working capital experts operates in over 75 countries to solve global working capital efficiency challenges. Visit www.gscf.com to learn more.
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