Get Started

Category: Connected Capital Blog

  • 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.

  • From Revolver Strain to Strategic Flexibility: How Growth Corporates Unlock Liquidity

    From Revolver Strain to Strategic Flexibility: How Growth Corporates Unlock Liquidity

    Growth companies face a constant balancing act. On one hand, sponsors demand aggressive expansion; on the other, lenders watch leverage and liquidity closely. Too often, CFOs and treasurers are forced to use their revolver for routine working capital needs—when that facility should be reserved for strategic initiatives or true emergencies.


    That’s where alternative capital solutions come in. By unlocking liquidity trapped in receivables and payables, finance leaders can take pressure off their revolvers, maintain sponsor confidence, and keep capital available for growth or M&A activity.

    The Revolver Pressure Problem
    Consider a mid-sized telecom company scaling digital services while investing in IT infrastructure. Despite strong growth, day-to-day liquidity needs forced repeated revolver draws, triggering concerns from its lenders. By introducing a receivables financing program, the company freed up liquidity without touching the revolver, preserving borrowing capacity for expansion.
    In another case, a packaging manufacturer growing in pet food faced earnings volatility after a customer bankruptcy. Alternative capital solutions allowed the CFO to fund M&A activity without leaning on the revolver, improving optics with both sponsors and creditors.

    Growth Without Revolver Dependency
    A European industrial group recently implemented a payables finance program across divisions, creating liquidity to fund transformation initiatives while keeping its revolver fully available. This not only improved the company’s balance sheet optics but also reassured lenders ahead of a potential exit event.

    Meanwhile, a global packaging firm carrying high leverage had access to an unused ABL facility, but its rigid terms offered little flexibility. By shifting to an alternative capital program, the CFO unlocked faster, more flexible working capital while maintaining revolver headroom for larger, strategic needs.

    Strategic Growth Requires Strategic Capital
    From tech acquisitions to supply chain expansions, strategic moves require working capital that can be deployed quickly and flexibly. Alternative capital makes this possible by funding growth through receivables and payables programs, not revolver draws – strengthening balance sheet optics and preserving sponsor confidence.

    Why Now?

    • Economic and geopolitical uncertainty, volatile supply chains and postponed IPOs all make traditional financing less reliable. The Office of the CFO needs solutions that are:
    • Resilient: Liquidity that flexes with growth cycles
    • Responsive: Working capital that deploys quickly when opportunities arise
    • Non-dilutive: Funding that avoids tapping the revolver or adding leverage

    Swap Revolver Strain for Alternative Capital
    If your company is relying on revolver draws to fund working capital, it’s time to explore GSCF’s alternative capital solutions. These solutions unlock liquidity, preserve borrowing capacity, and give CFOs and treasurers the flexibility to grow on their terms.rnative capital solutions. These solutions unlock liquidity, preserve borrowing capacity, and give CFOs and treasurers the flexibility to grow on their terms.

  • The Office of the CFO’s Top 10 Checklist for Simplifying Working Capital Complexity 

    The Office of the CFO’s Top 10 Checklist for Simplifying Working Capital Complexity 

    For today’s Office of the CFO, complexity isn’t the exception. It is the operating reality. Shifting trade policies, fragile supply chains and managing across jurisdictions have made working capital management a tangled web. But complexity doesn’t have to be chaos. 

    Here is a practical checklist finance leaders can use to bring clarity, speed and control to working capital strategy without overhauling their entire infrastructure. 

    1. Map Your Complexity 

    Document all legal entities, geographies, systems and supply chain touchpoints that affect working capital. This baseline will guide every integration and improvement decision. 

    2. Unify Platforms Without Rip and Replace 

    Focus on integration, not disruption. Connecting existing platforms can centralize key data and processes faster than a full technology overhaul. 

    3. Streamline Cross-Functional Workflows 

    Align finance, sales, technology and operations on shared KPIs. A single source of truth improves decision-making and reduces delays. 

    4. Automate High-Friction Processes 

    Target manual processes in AR, AP and reporting. Even partial automation can free resources and improve accuracy. 

    5. Standardize Supplier and Buyer Data 

    Inconsistent onboarding, payment terms and documentation slow cash flow. Create templates and enforce them globally. 

    6. Embed Risk Mitigation in Working Capital 

    Integrate credit insurance tracking and exposure monitoring into workflows to avoid costly gaps. 

    7. Prioritize Execution Visibility 

    Identify and address local market bottlenecks early. Visibility at the execution level prevents small issues from escalating. 

    8. Build Playbooks for Special Cases 

    Non-disclosed financing and indirect payment arrangements require specialized processes. Pre-approve workflows to save weeks during execution. 

    9. Measure What Matters 

    Focus on liquidity, cycle times and cost of capital as leading indicators, not just lagging performance metrics. 

    10. Challenge Your Providers 

    Test their ability to deliver speed, flexibility, and tailored solutions. The right partner should meet your needs in real time. 

    Bottom line: Complexity will keep increasing, but with the right checklist, the Office of the CFO can turn it into a competitive advantage. For more insight, download the GSCF’s eBook, Simplifying Complexity in Working Capital Management: A Guide for the Office of the CFO. 

  • Value Creation in Uncertain Times: Private Equity’s Shift to Operational Agility 

    Value Creation in Uncertain Times: Private Equity’s Shift to Operational Agility 

    Traditional value creation models in private equity are being tested. In today’s environment, where assumptions can change in a matter of months, firms are focusing less on financial engineering and more on operational excellence and strategic flexibility. 

    Real-Time Risk Reassessment 

    More than 70% of PE firms now have dedicated portfolio operations teams to track performance and macro exposure in real-time, according to EY’s Global Private Equity Pulse. 

    Market volatility has made it clear that past assumptions don’t hold for long. That’s why leading PE firms are investing in portfolio monitoring tools that track real-time performance, risk factors, and macro exposure. Proactive surveillance allows firms to pivot quickly when circumstances change. 

    Operational Improvements and Tuck-In M&A 

    McKinsey reports that 50-70% of value creation in recent PE exits has come from operational improvements, a sharp increase from under 40% a decade ago. 

    Whether it’s finance transformation, supply chain optimization, or pricing strategy, operational improvements remain a cornerstone of value creation. Additionally, tuck-in acquisitions continue to be a favored tactic, allowing firms to grow platforms efficiently while maintaining control. 

    Always Exit-Ready 

    With longer hold periods and fewer predictable exit windows, firms are keeping their portfolio companies exit-ready at all times. This includes ensuring that reporting is clean, governance is solid, and KPIs are aligned with potential buyer interests. 

    Liquidity and Cash Discipline 

    In this climate, liquidity isn’t just about solvency, it’s strategic. Firms are paying closer attention to working capital, CapEx timing, and leverage. Maintaining strong cash positions enables companies to act quickly when opportunities or challenges arise. 

    Blackstone’s Take: Strategy in Practice 

    Blackstone’s President Jon Gray emphasized that while the IPO market has been the most impacted, “financially motivated buyers are still in the market.” As a result, Blackstone is doubling down on portfolio agility and targeting undervalued public companies for take-private transactions. This shift highlights the importance of operational readiness and strategic patience in value creation. 

    Conclusion: Adapting with Precision 

    Private equity’s approach to value creation is evolving from structured playbooks to dynamic, real-time execution. Agility, discipline, and portfolio integration are what separate high-performing firms in uncertain times. 

    How GSCF Can Help  

    GSCF partners with private equity firms to embed liquidity and working capital tools directly into their value creation plans. From improving receivables turnover to creating flexible alternative capital channels, we help firms execute with confidence and drive operational gains across portfolio companies. 

  • Private Equity and Global Risk: Rethinking Strategy in the Tariff Era 

    Private Equity and Global Risk: Rethinking Strategy in the Tariff Era 

    As macroeconomic and geopolitical factors converge, private equity firms are rethinking their exposure to global pressures, particularly in the form of tariffs and trade policy volatility. These forces are reshaping how deals are sourced, evaluated, and structured. 

    Sector Resilience and Rotation Toward Services 

    Certain sectors, especially software and business services, are being viewed as more resilient in the face of tariff uncertainty. These businesses often have fewer physical goods crossing borders and are therefore less exposed to direct tariff costs. However, inflationary effects can still impact downstream margins, particularly when cost inputs rise. 

    Geographic Diversification to Mitigate Concentration Risk 

    Firms are exploring geographic expansion to mitigate concentration risk. For example, a Canadian portfolio company may look to grow into the U.S. or Europe, not only for market opportunity but also to hedge against changes in trade policy. This is particularly relevant for funds with sector exposure in manufacturing, logistics, and consumer goods. 

    Tariffs as a Deal Structuring Variable 

    Deloitte’s 2024 M&A Trends Survey notes that nearly 1 in 4 cross-border M&A deals now includes tariff-adjusted valuation scenarios, underscoring the need for adaptive underwriting models. 

    In some M&A processes, the impact of tariffs is so significant that buyers are submitting dual bids, one assuming normal conditions and another adjusted for tariff exposure. This practice underscores just how embedded macro risk has become in PE underwriting. 

    Building Resilient, Globally-Aware Portfolios 

    Over 60% of private equity firms in North America cited geopolitical instability and trade policy shifts as a top risk in 2025, according to Preqin. In response, firms are embedding geopolitical analysis into due diligence. 

    Blackstone, for example, sees volatility from trade negotiations as an investment opportunity. CEO Stephen Schwarzman noted that uncertain markets often present the best time to deploy capital. With $177 billion in dry powder, Blackstone continues to act on global dislocation opportunities. He also revealed plans to invest up to $500 billion in Europe over the next decade, citing improving macro conditions, deeper government spending, and favorable valuations. 

    PE firms are taking a more analytical, scenario-based approach to global risk. Cross-functional diligence teams, including tax, trade compliance, and political risk analysts, are increasingly part of deal evaluation. 

    While the full impact of new tariffs may not yet be fully felt, firms should prepare for the possibility of more material disruptions as the year progresses. As such, firms are wise to hedge structurally now and factor in the potential downstream effects of trade disruptions to position themselves to respond with speed and flexibility. 

    How GSCF Can Help  

    GSCF helps clients navigate tariff volatility and geographic uncertainty by offering trade finance solutions that adapt to global risk. Whether structuring cross-border receivables programs or supporting localized funding needs, our solutions are designed to scale with your strategy and keep capital flowing despite external headwinds. 

    Now is the time to assess and understand your alternative financing options so when market signals shift or disruptions hit, you’re ready to act with confidence. GSCF ensures your financing structures are sound, flexible, and ready to deploy when timing is critical. 

  • Navigating Uncertainty: How Private Equity is Adapting to a Shifting Market 

    Navigating Uncertainty: How Private Equity is Adapting to a Shifting Market 

    Uncertainty continues to define the private equity (PE) landscape in 2025. From fluctuating macroeconomic signals to geopolitical shifts and evolving sector dynamics, PE firms face a complex set of variables when evaluating opportunities. The result? A significant widening in bid-ask spreads and a more cautious approach to deploying capital. 

    Bid-Ask Spread Widening: A Reflection of Market Ambiguity 

    According to PitchBook, the average global bid-ask spread in private equity widened by over 25% from 2021 to 2024, especially in tech and consumer sectors. This has further complicated deal structuring and contributed to delayed timelines. 

    Across many sectors, we’re seeing deal activity slow not because of lack of interest but because buyers and sellers are operating from very different assumptions. Sellers often anchor to past valuations, while buyers bake in risk premiums, recession fears and uncertainty around growth trajectories. This disconnect has created friction, especially in sectors with less predictable earnings. 

    Dry Powder Preservation and GFC Parallels 

    Bain & Company reports that global private equity dry powder reached $2.6 trillion by early 2025, a record high. Despite this, investors remain selective, deploying capital into high-conviction deals while waiting for clearer market signals. 

    Many funds are holding capital for what they consider high-conviction bets, deals that resemble post-2008 dislocation opportunities. During the Global Financial Crisis (GFC), quality assets were sold off under pressure. Some investors are preparing for similar opportunities to emerge, especially if credit markets tighten or distressed assets hit the market. 

    The IPO Slowdown and Extended Private Holding Periods 

    The initial public offering (IPO) window remains muted, pushing more companies to extend their time in the private markets. This has reshaped expectations around hold periods and fund life cycles. In turn, firms are focusing more heavily on value creation strategies to sustain long-term growth and remain flexible with exit timing. 

    Secondaries and Strategic Sales as Exit Alternatives 

    With public market exits limited, funds are increasingly looking to secondaries and strategic buyers for liquidity. Secondary transactions provide a way to return capital to LPs and generate DPI (distributions to paid-in capital), which is critical in today’s cautious fundraising environment. Strategic sales, particularly to well capitalized corporates, offer an attractive path when IPOs are off the table. 

    Signs of Rebound: A Blackstone Perspective 

    There are reasons for optimism. Blackstone’s Head of North America Private Equity, Martin Brand, recently noted that the firm expects “an improved environment for mergers & acquisitions and a pickup in IPO activity” in 2025, anticipating the ability to “sell and exit more than twice the number of private equity investments” compared to the prior year. This signals renewed market momentum and an opening of the exit window. 

    What This Means for 2025 and Beyond 

    The private equity market is not frozen, but it has become more selective. Funds are recalibrating valuation models, incorporating broader risk scenarios, and emphasizing discipline in underwriting. Precision, patience, and a well-prepared pipeline are more important than ever. 

    How GSCF Can Help  

    GSCF supports private equity firms by providing working capital solutions that bring flexibility and liquidity to their portfolios. Our platform enables real-time visibility across receivables, streamlined onboarding of suppliers and buyers, and scalable financing programs tailored to uncertain markets. We help clients unlock value even when exits are delayed or fundraising is challenging. Critically, GSCF can move faster than traditional lenders, delivering funding quickly when timing matters most. This speed and agility make us a strategic partner for firms looking to act decisively in a volatile environment.