Explore the Working Capital Leadership Report 2025 and discover how top performers are transforming their strategies

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Author: nsilverman

  • Only 4% Have Real-Time Forecasting – Why Visibility Is the New Battleground 

    Only 4% Have Real-Time Forecasting – Why Visibility Is the New Battleground 

    In an environment defined by interest-rate volatility and supply-chain disruption, forecasting accuracy has become a strategic differentiator. Yet the data from GSCF’s Working Capital Leadership Report 2025 reveals a stark reality: only 4% of organizations have fully automated, real-time cash forecasting. 

    The majority are still operating with limited visibility. 53% rely on semi-automated forecasting with manual inputs, while 34% continue to use spreadsheet-based models. These approaches may have worked in a more stable environment, but they struggle under today’s conditions of rapid demand shifts and rising funding complexity. 

    This data gap has real consequences. Poor visibility makes it harder to anticipate liquidity shortfalls, optimize funding decisions, or respond proactively to disruption. It also forces treasury and finance teams into a reactive posture, managing cash after the fact rather than steering it strategically. 

    What sets the small cohort of high performers apart is not just technology, but mindset. Organizations with advanced forecasting capabilities are far more likely to report confidence in liquidity planning and faster decision-making cycles across finance, sales and operations. 

    As the report makes clear, forecasting is no longer a technical nice-to-have. It is the foundation on which resilient working capital strategies are built. 

    Key Takeaways 

    • Real-time forecasting remains rare, creating a widening gap between organizations that can anticipate liquidity risk and those that can only react to it. 
    • Reliance on spreadsheets and semi-automated processes is no longer just inefficient, it actively constrains agility in volatile markets. 
    • Data-driven maturity is becoming a strategic differentiator, not a treasury capability. 

    How GSCF Helps 

    GSCF’s Working Capital as a Service model combines technology, expert services and a Connected Capital ecosystem of alternative and bank capital to deliver visibility across all your global working capital programs. 

    With C4 (Connected Capital Control Center) coming soon, GSCF extends this visibility to the portfolio level, aggregating data across working capital programs, regions and funders into a single source of truth. This consolidated view improves forecasting confidence and enables finance leaders to assess liquidity position and exposure across the full working capital landscape rather than program by program. 

    Learn more: Download the Working Capital Leadership Report 

  • Avoiding Credit Market Pitfalls: How Data Transparency Drives Smarter Risk

    Avoiding Credit Market Pitfalls: How Data Transparency Drives Smarter Risk

    Recent developments in the credit markets have underscored the importance of robust risk management and data transparency. The First Brands situation, which resulted in losses for numerous funders due to double-pledged or fabricated receivables, has become a clear example of why thorough due diligence matters.

    GSCF’s Approach: Spotting Red Flags Early

    Over the past five years, GSCF was approached multiple times to participate in First Brands’ accounts receivable programs. Each time, our team of working capital, credit and risk experts – in addition to our Connected Capital platform and risk protocols – identified several high-level concerns, such as gaps in transparency, complexity in funder involvement and other risk factors. These red flags prompted us to pass on every opportunity, ensuring that GSCF maintained zero exposure to First Brands.

    How GSCF Helps Expand Risk Coverage

    • Proactive Risk Management: Our platform alongside our Credit and Capital Markets teams flag issues early, allowing us to avoid opportunities that don’t meet our standards – protecting our clients and partners from unnecessary risk.
    • Mitigate Counterparty Risk: Integrated credit and risk management tools help monitor buyer and supplier performance and give our corporate and bank partners the confidence to respond to early warning signals. 
    • Scale Globally with Confidence: For those managing global working capital programs, we can provide the data transparency and localized legal, regulatory and credit frameworks tailored to each market.

    While other funders are now managing the fallout from First Brands, GSCF’s proactive approach and commitment to transparency have kept our clients safe. We continue to lead the way in risk management, setting a new standard for accountability and data-driven decision making.

    The First Brands case highlights why data transparency and rigorous due diligence are essential in today’s credit market. With the combination of GSCF’s risk management experts and Connected Capital platform, our clients benefit from an ecosystem designed to prevent issues before they arise, ensuring confidence and security in every transaction.

    Best Practices for Navigating Today’s Credit Climate

    1. Prioritize Data Transparency: Insist on direct access to transaction-level data and historical payment records. Transparency is the foundation of effective risk management.
    2. Strengthen Due Diligence: Go beyond surface-level checks. Regularly review collateral, validate receivables and ensure there are no double pledges.
    3. Monitor Counterparty Performance: Use integrated tools to track buyer and supplier behavior and respond quickly to early warning signals.
    4. Diversify Funding Sources: Avoid over-reliance on a single funder or platform to reduce concentration risk. While diversification is important, ensure all parties are aligned on transparency and controls.


    If you’d like our team of working capital experts to conduct a proactive risk assessment of your working capital portfolio, reach out to us today. We’re here to help you navigate uncertainty and strengthen your risk controls with the power of data transparency.

  • From Tactical to Strategic: Why Data is Reshaping Working Capital

    From Tactical to Strategic: Why Data is Reshaping Working Capital

    Most companies still treat working capital as a tactical fix – patching up cash flow with manual processes and fragmented data. But a preview of the upcoming Working Capital Leadership Report shows a clear shift: leaders are using automation and integrated data to turn working capital into a strategic growth engine.

    Early findings from the 2025 survey:

    • Manual processes and poor data integration are holding companies back. Nearly 50% cite inefficient processes as their top challenge, and only 10% have fully integrated, real-time data across finance, procurement and operations.
    • Forecasting is still lagging. Over half (52%) rely on semi-automated systems with manual inputs, and almost a third (31%) still use spreadsheets. Just 4% have fully automated, real-time forecasting.
    • Automation is advancing, but slowly. 40% report moderate automation (like RPA), but 23% have none at all. No respondents claim advanced AI-driven automation yet.
    • Funding is diversifying. 20% of companies now source liquidity from multiple funders, including non-bank partners, while banks still anchor 62% of working capital programs.

    Why does this matter?

    • Companies that move from tactical fixes to strategic integration report faster cash conversion cycles, better forecasts and stronger supplier relationships.
    • Working capital champions use data-led decision-making, cross-functional collaboration and executive sponsorship to drive measurable business impact.

    Bottom line:
    The future belongs to those who automate, integrate and collaborate. Tactical tools solve today’s problems; technology, data and multiple funding sources unlock tomorrow’s growth.

  • Why Forward-Thinking Banks Are Partnering to Lead the Next Era of Working Capital Innovation

    Why Forward-Thinking Banks Are Partnering to Lead the Next Era of Working Capital Innovation

    The role of banks in working capital is evolving. No longer confined to traditional financing, future-proofed banks are stepping into a broader, more strategic role – one that positions them as key members of a Connected Capital ecosystem.

    This ecosystem isn’t just about funding. It’s about collaboration, technology and real-time liquidity, delivered through partnerships that extend the bank’s capabilities and deepen its relevance to corporate clients.

    One of the most transformative moves a bank can make today? Partnering with integrated working capital experts like GSCF to deliver innovative working capital solutions that go beyond the balance sheet.

    Why the Ecosystem Matters

    Corporate clients are navigating increasingly complex supply chains, volatile demand cycles and rising pressure to optimize cash. They need more than credit – they need capital connectivity across their supply chain.

    A Connected Capital ecosystem enables:

    • Real-time liquidity across the supply chain of suppliers and buyers
    • Multi-party collaboration between platforms, banks, asset managers, suppliers and buyers
    • Integrated data flows that drive smarter decisions, increase global visibility and reduce risk

    Banks that plug into this ecosystem become more than lenders – they become growth enablers.

    The GSCF Partnership: A Strategic Gateway

    GSCF’s servicing platform and alternative capital solutions are purpose-built for multi-funder, multi-jurisdictional working capital programs. By partnering with GSCF, banks can:

    • Extend their reach into structured receivables and payables
    • Accelerate deployment of working capital programs without building new infrastructure
    • Retain client relationships while offering off-balance sheet solutions that complement core banking products

    This partnership model allows banks to stay at the center of the client relationship while leveraging GSCF’s technology, Blackstone-backed funding and expertise to deliver scalable, flexible solutions.

    The Strategic Advantage for Banks

    By participating in a Connected Capital ecosystem, banks can:

    • Increase wallet share by addressing broader liquidity needs
    • Strengthen client retention through embedded, value-added services
    • Unlock new revenue streams from program structuring and servicing
    • Position themselves as innovators in a space traditionally dominated by FinTechs

    More importantly, they help their clients build resilient supply chains and free up trapped capital – all without compromising their own risk frameworks.

    Leading the Future of Working Capital

    The future belongs to banks that think beyond products and embrace a platform with complementary alternative capital solutions. By partnering with GSCF and participating in a Connected Capital ecosystem, banks can lead the next wave of innovation in working capital – delivering liquidity, agility and strategic value at scale.

  • Navigating the Ripple Effects of First Brands’ Bankruptcy

    Navigating the Ripple Effects of First Brands’ Bankruptcy

    The recent Bloomberg report that BlackRock is seeking to redeem cash from the Point Bonita fund – following First Brands Group’s bankruptcy – marks a pivotal moment for trade finance and working capital funders. Here’s what’s happening, and why it matters:

    1. Forced Liquidity Events and Program Terminations

    When a major investor like BlackRock requests redemption, fund managers face pressure to return cash quickly. If a significant portion of the fund (in this case, 25% exposed to First Brands) stops generating returns, managers may be forced to gate redemptions, unwind programs or seek new partners to stabilize their portfolios.

    2. Collateral Complexity and Credit Risk

    Point Bonita’s $3 billion portfolio included receivables tied to First Brands, with $715 million invested in those receivables. The bankruptcy triggered a halt in payments, and now advisers are investigating whether receivables were pledged as collateral more than once – a situation that could further complicate recovery and risk management.

    3. Ripple Effects for Corporates

    For corporates relying on these funders, the risk isn’t just the bankruptcy itself,it’s the potential for sudden liquidity gaps if funders pull back or terminate programs. This can disrupt AR/AP facilities and create operational headaches.

    4. The Case for Funder Resiliency

    GSCF’s approach stands in contrast. With zero exposure to First Brands and a funding base backed by Blackstone, our partners benefit from consistent liquidity and disciplined risk management –even in turbulent markets.

    5. Strategic Options for Funders

    • Terminate programs to return cash.
    • Gate redemptions to buy time.
    • Partner with new entities to maintain funding.
    • Consider selling back books at par or a discount.

    6. Call to Action

    Corporates should proactively assess their funder’s risk management and contingency plans. If your funder is exposed to First Brands, now is the time to explore alternatives that offer stability and transparency.

    Conclusion:
    The First Brands situation is a wake-up call for the industry. Funder resiliency isn’t just a buzzword, it’s a necessity. At GSCF, we’re ready to help you navigate these challenges and secure your working capital for the long term.

  • Why Funder Resiliency Matters

    Why Funder Resiliency Matters

    In times like these, funder resiliency matters.

    Recent headlines around First Brands Group’s bankruptcy are a reminder that not all working capital funders manage risk the same way. For corporates, the practical risk isn’t the headline; it’s the possibility that a funder suddenly pulls back, causing an unexpected liquidity gap.

    At GSCF, we’re set up to be a durable, consistent partner backed by funds managed by Blackstone. With more than three decades of cycle‑tested experience and a disciplined approach to underwriting, we’ve supported partners with minimal losses and consistent service. Our platform, processes and stable funding base allow our partners to count on us – not just when markets are calm, but especially when they aren’t.

    We do not have exposure to First Brands and are unaffected by its bankruptcy. Our focus remains exactly where it should be: providing our clients with consistent liquidity.

    If your organization is concerned that a current funder may reevaluate, reduce, or exit your working capital program due to the losses they experienced on First Brands, we can help. GSCF can step in quickly to stabilize AR/AP facilities, maintain servicing quality and provide resilient funding options.

    Let’s talk about keeping your working capital solution uninterrupted, today and for the long term.

  • Working Capital Control and Flexibility: When to Consider an External Partner

    Working Capital Control and Flexibility: When to Consider an External Partner

    Many companies default to relying solely on their house bank for working capital needs. It feels familiar, fits into established processes and builds on existing relationships. But in a volatile market, that single-channel approach can limit your flexibility, slow your response time, and keep you from unlocking better terms. 

    The question is not whether a bank relationship is valuable. It is. The question is whether it is enough to support your strategic working capital goals in today’s environment. Here are six factors to evaluate when deciding if it is time to add an alternative capital partner to your strategy. 

    1. Pricing and Terms 

    If a provider can offer more competitive pricing or extended payment terms, even small improvements can deliver a meaningful boost to liquidity or margin. Compare your current terms with what is available in the market. 

    2. Speed to Capital 

    In high-pressure situations, timing is everything. Some providers can make funds available in as little as 24 to 48 hours, allowing you to seize opportunities or address challenges before they escalate. Assess onboarding speed and funding responsiveness, not just interest rates. 

    3. Operational Efficiency 

    Your capital source should make your processes easier, not harder. Evaluate how intuitive a provider’s platform is and whether it integrates with your existing systems. Faster invoice loading, approvals and funding cycles can significantly reduce internal workload. 

    4. Relationship Dynamics 

    If you have strong banking relationships and broad access to credit, an external partner can be a supplemental tool for specific needs. If you do not, an alternative capital provider may give you faster execution, more tailored solutions and new funding avenues. 

    5. Credit Profile Alignment 

    Receivables-based financing is especially valuable for companies with diverse customer bases across regions and risk profiles. Some external providers are better equipped to structure solutions that account for these complexities. 

    6. Extended Payment Terms 

    If you offer customers 30, 60, or 90-day payment terms, bridging the cash flow gap can protect operations without straining resources. Establishing a flexible financing solution early can give you an advantage as you scale. 

    Bottom line: An external working capital partner is not a replacement for your bank. It is a strategic extension of your liquidity toolkit. By balancing control with flexibility, you can move faster, negotiate stronger and maintain resilience in any market condition. 

    Explore how to gain a competitive edge in working capital management. Download the full GSCF eBook 

  • 7 Questions Every CFO Should Ask Before Scaling a Working Capital Program 

    7 Questions Every CFO Should Ask Before Scaling a Working Capital Program 

    Scaling a working capital program is not just about bigger numbers. It’s about building the right foundation so complexity does not undermine performance. Before you commit to expanding your program, ask yourself these seven questions. 

    1. Are my systems ready to integrate without disruption? 

    Why it matters: Disparate systems and data lead to long implementations and operational drag. 
    Next step: Map integrations with IT and vendors before finalizing scope. 

    2. Where do my biggest friction points occur? 

    Why it matters: High-pain areas create the fastest wins and the biggest risks if ignored. 
    Next step: Survey teams and review process logs to identify delays. 

    3. Do I have cross-functional alignment? 

    Why it matters: Misalignment between finance, sales, IT, procurement and legal can stall execution. 
    Next step: Create a steering committee to own the program across functions. 

    4. How fast do I need funding access? 

    Why it matters: Speed can outweigh rate when time-sensitive opportunities or risks arise. 
    Next step: Think about access to alternative capital. Does your house bank offer alternative capital solutions? 

    5. What’s my risk exposure today? 

    Why it matters: Insurance gaps and credit concentration can block deals. 
    Next step: Conduct a risk audit and document coverage by region, supplier and buyer. 

    6. Will my provider customize or standardize? 

    Why it matters: Customization can improve fit, but standardization supports scalability. 
    Next step: Ask for examples where both have been balanced successfully. 

    7. How will success be measured? 

    Why it matters: Clear KPIs ensure ongoing optimization and strategic alignment. 
    Next step: Align metrics with both financial and operational objectives. 

    Bottom line: Asking these questions before scaling helps the Office of the CFO avoid costly missteps and positions them for long-term success. 
     

    See how GSCF approaches these questions in complex, global environments in our eBook. Read it now.

  • Resilient Working Capital Strategies in a Tariff-Impacted Economy

    Resilient Working Capital Strategies in a Tariff-Impacted Economy

    In today’s interconnected global economy, tariffs have become a critical factor affecting business operations and financial strategies. Companies with complex supply chains are particularly vulnerable to the effects of tariffs, requiring them to adapt their working capital strategies to maintain financial stability and drive growth.

    Challenges Posed by Tariffs in Complex Supply Chains

    1. Increased Costs: Tariffs raise the cost of imported goods, squeezing profit margins. Companies may need to pass these costs onto consumers, potentially reducing demand for their products.
    2. Supply Chain Disruptions: Tariffs can lead to supply chain disruptions as companies seek alternative sources for materials. This can result in delays and increased costs associated with finding new suppliers.
    3. Cash Flow Management: Higher costs and supply chain disruptions can strain a company’s cash flow. Effective working capital management becomes crucial to ensure liquidity and maintain operations.

    Strategies to Mitigate Tariff Impacts

    1. Diversifying Suppliers: Companies can reduce their reliance on tariff-affected imports by diversifying their supplier base. This can help mitigate the risk of supply chain disruptions and manage costs more effectively
    2. Negotiating with Suppliers: Engaging in negotiations with suppliers to secure better terms or bulk discounts can help offset the increased costs due to tariffs
    3. Optimizing Inventory Management: Efficient inventory management can help companies maintain optimal levels, reducing the need for expensive imports and minimizing the impact of tariffs on cash flow
    4. Adjusting Pricing Strategies: Companies may need to adjust their pricing strategies to reflect the increased costs. This can involve passing some of the costs onto consumers or finding ways to absorb them without significantly affecting profit margins

    Unlocking Liquidity and Driving Sales Growth with Connected Capital

    GSCF offers innovative Working Capital as a Service solutions to help companies navigate the complexities of tariffs and create, manage and analyze working capital programs. GSCF’s technology, expert services and Connected Capital ecosystem integrate alternative capital and bank financing, providing a comprehensive platform for managing liquidity and driving growth.

    1. Access to Alternative Capital Sources: GSCF’s platform allows businesses to complement their core bank funding with access to alternative capital. This hybrid approach provides flexibility and stability, enabling companies to manage cash flow, extend payment terms, and respond quickly to changing market conditions.
    2. Enhanced Risk Management: By integrating multiple funding sources, GSCF offers broad-spectrum risk coverage. Advanced analytics and risk management tools provide greater visibility into supply chain and financial performance, mitigating potential risks and ensuring business continuity.
    3. Improved Cash Flow and Liquidity: GSCF’s Connected Capital helps businesses unlock liquidity by optimizing cash conversion cycles. This frees up working capital for strategic reinvestment, supporting sustainable growth and improving cash flow.
    4. Scalability and Growth: GSCF’s solutions are designed to support businesses at every stage of their growth journey. From emerging markets to large enterprises, Connected Capital provides scalable solutions that drive revenue acceleration and market expansion.

    Tariffs present a complex challenge for businesses, especially those with intricate supply chains. By leveraging GSCF’s Working Capital as a Service solutions, enterprises and growth corporates can access alternative capital sources, unlock liquidity, and use working capital to drive sales growth. These strategies enable businesses to navigate the impact of tariffs on their supply chains and continue to thrive in a competitive global market.

  • The GSCF Transformation: Welcome to Working Capital as a Service

    The GSCF Transformation: Welcome to Working Capital as a Service

    By Natalie Silverman, CMO of GSCF 

    We’re excited to usher in a new working capital era as we unveil a new brand identity and narrative, and Peridot transforms into GSCF – the only fully integrated Working Capital as a Service provider of its kind.

    This exciting transformation goes beyond a visual refresh. It signifies GSCF’s commitment to elevating working capital as a strategic driver of business success. Working Capital as a Service brings together an end-to-end holistic platform, expert managed services and alternative capital solutions to support the connected capital ecosystem of suppliers, buyers and financial partners.

    The Power of a Connected Capital Ecosystem

    Despite ongoing challenges in the economy and throughout supply chains, balancing change management with finance transformation, disparate systems and operational models and data silos, companies that dynamically manage working capital efficiency can drive significant benefits.

    Working Capital as a Service empowers the Office of the CFO by improving working capital efficiency and reducing OpEx and enables financial institutions to reduce the cost to serve their corporate clients and improve the customer experience. This leads to:

    • Improved Cash Conversion Cycles: Global analysts report improvements of 10-20% in cash conversion cycles for companies adopting these solutions.
    • Enhanced Growth Potential: Effective working capital management can free up to 20% of a company’s invested capital, allowing for strategic reinvestment.
    • Revenue Acceleration: Companies with optimized working capital are 20% more likely to achieve their revenue targets, while best-in-class performers achieve 50% higher revenue growth.
    • Unlocking Liquidity: Balance real-time liquidity needs with sustainable growth.
    • Managing Risk & Complexity: Mitigate risk and streamline the working capital lifecycle.

    The Future of Working Capital

    The future of working capital is collaborative and data driven. GSCF fosters a connected capital ecosystem where the Office of the CFO and financial partners work together towards common objectives of growth and efficiency. This ecosystem unlocks working capital, allowing businesses to balance immediate liquidity needs with sustainable growth strategies for long-term success. This shift empowers finance teams to move beyond back-office tasks and become strategic advisors, driving growth across the entire organization. 

    Your WCaaS Transformation Journey

    This is Working Capital as a Service. It’s a shift from transactional to transformative, from reactive to proactive, from cost center to profit center. Here’s how to get started:

    • Look for an end-to-end holistic platform to enable and optimize your connected capital ecosystem of suppliers, buyers and financial partners across the full working capital cycle
    • Find a trusted partner offering deep working capital domain expertise and value-added managed services
    • Get access to full risk spectrum coverage across varying customer risk profiles and geographies through alternative capital solutions
    • Utilize data-driven intelligence to dynamically manage and transform working capital into a strategic advantage

    Using working capital as a strategic growth lever is an ongoing process of evolution and optimization. By embracing a strategic approach, partnering with the right WCaaS provider, and leveraging the right balance of technology, expert managed services and alternative capital, you can unlock the true potential of your working capital and turn it into the fuel that accelerates your business transformation.

    Let’s Partner

    Welcome to the new GSCF and Working Capital as a Service. We’re here to empower you with the tools, expertise, and connected capital ecosystem you need to unlock the full potential of your working capital. Let’s embark on your WCaaS transformation journey together. Contact us at marketing@gscf.com to get started.