LinkedIn Profile Optimisation for Credit Managers

I translate day-to-day SAP ledger signals into cash actions that reduce days outstanding. For example, I use account ageing, billing/dispute status and payment patterns to prioritise collections by likelihood of resolution and risk exposure. This keeps Sales and Finance aligned because disputes and deductions are handled through a clear evidence trail rather than ad hoc follow-ups. The results are measurable: a DSO reduction from 65 to 52 days was driven by tighter collection cadence, quicker dispute routing, and consistent credit limit governance within the order-to-cash cycle.

My collections approach is structured by risk and supported by credit insurance rules, including cover constraints and documentation requirements under policies such as Euler Hermes. I set practical decision points for “soft” versus “hard” collection steps—phone/email reminders, formal notices, re-review of terms, and escalation to recovery actions when necessary. Where cover is impacted, I proactively coordinate with internal stakeholders to adjust exposure and documentation so claims are not jeopardised. This reduces the gap between operational activity and financial outcomes, supporting a bad debt profile such as 0.3% even during periods of customer strain.

I maintain a robust credit limit review process using external data inputs like Experian or D&B to refresh customer risk assumptions. Alongside scoring, I consider payment behaviour, concentration risk, and changes in commercial performance, ensuring limits reflect current conditions rather than historical comfort. I document decisions in a consistent format so that Finance leadership can trace why actions were taken, particularly when limits are reduced or orders are placed on hold. This governance mindset also improves cross-functional trust because Sales understands the trigger points and the data used. It’s an approach that fits regulated finance environments and supports internal audit readiness.

When accounts move beyond resolution, I prepare for stronger recovery paths by building litigation-ready evidence packs. I track correspondence, proof of delivery where relevant, agreed commercial terms, and the timeline of disputes so the case is clear and defensible. I coordinate with stakeholders to avoid missing documentation that could weaken recovery outcomes. This reduces time lost in later stages and improves the likelihood of successful settlement or enforcement, depending on jurisdiction and insurance policy conditions. Even before escalation, I treat disputes as a collections lever—quick resolution shortens DSO and protects the ledger from avoidable deterioration.