Tag: Working Capital

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
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
January 14, 2026
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.
October 28, 2025
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
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.
October 17, 2025
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.
September 17, 2025
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.

September 4, 2025
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.

July 28, 2025