We've worked with manufacturing businesses, retail operations, and service providers across Taiwan since 2019. These aren't overnight transformations. They're the result of detailed analysis, honest conversations, and sustained effort over months.
Every business faces different challenges. Some struggle with seasonal cash crunches. Others deal with rapid expansion pains. Here's what three of our clients experienced through 2024 and into early 2025.
Manufacturing Operations
Henrik's electronics component factory in Hsinchu faced a common problem. Customer orders came in waves, but supplier payment terms didn't match. We spent three months mapping cash flows and another four months renegotiating vendor agreements. By autumn 2024, his working capital freed up by about 18%.
11-Month Engagement
Retail Chain Director
Svetlana runs six home goods stores in Taipei. Inventory tied up too much cash. Her team didn't have visibility into which products actually moved versus which sat on shelves. We built custom tracking systems and spent eight months adjusting ordering patterns. Results showed up gradually through late 2024.
14-Month Partnership
Food & Beverage Sector
A beverage distributor in Kaohsiung struggled with accounts receivable. Some restaurant clients paid within 30 days. Others took 90 or more. We analyzed payment histories, segmented customers, and implemented tiered credit terms. Cash flow improved measurably by February 2025.
9-Month ProcessMost clients start with skepticism. That's fine. Working capital analysis isn't glamorous, and results take time. Here's the typical path we follow, though each situation demands adjustments.
We request financial statements, accounts payable and receivable reports, and inventory records. Most companies don't have everything organized initially. That's normal. We spend time understanding business cycles, seasonal patterns, and what keeps owners awake at night.
We build models showing where cash gets stuck. Sometimes it's slow-paying customers. Sometimes it's overstocked inventory. Sometimes payment terms with suppliers need work. We present findings and discuss realistic options. Not everything we recommend gets implemented, and that's part of the process.
Changes happen incrementally. We might start with one customer segment or product category. Teams need training. Systems need updates. We meet monthly to review progress and troubleshoot issues. Some months show improvement. Others don't. That's business.
Most clients continue with quarterly check-ins. Business conditions change. New challenges emerge. We stay available to analyze new situations and suggest adjustments. Some relationships have lasted since 2020, evolving as companies grow.
Our team brings different backgrounds to working capital challenges. We don't claim to have all answers, but we've seen enough scenarios to recognize patterns and suggest practical approaches.
Rajesh spent twelve years in supply chain management for electronics manufacturers before joining us in 2021. He understands production cycles, component sourcing, and the cash flow challenges that come with long lead times.
He's worked with nineteen manufacturing clients across Hsinchu and Taichung, mostly in electronics and precision machinery sectors. His approach focuses on vendor relationships and inventory optimization.
Ingrid came from retail banking before transitioning to advisory work in 2019. She understands credit analysis, customer payment patterns, and accounts receivable management from years of evaluating commercial loan applications.
She's advised twenty-three retail and distribution businesses, helping them improve collection processes and manage customer credit more effectively. Her background makes her particularly good at analyzing payment data.