Strengthening Treasury Control for a Regional Infrastructure Firm

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Background

A regional infrastructure contractor managing multiple public and private sector projects was experiencing recurring cash flow strain despite a healthy order book. Large receivables were tied to milestone-based billing cycles, while vendor payments required tighter timelines.

Although revenue was growing, short-term liquidity pressure created operational stress and dependency on ad-hoc borrowing.

The Challenges

Irregular receivable cycles across concurrent projects.
Vendor payment pressure affecting supplier relationships.
Frequent short-term borrowing at unfavorable rates.
Manual treasury tracking with limited forecasting visibility.
No structured working capital optimization strategy.

“On paper we were growing. In practice, we were constantly managing pressure.”
— Finance Head

Our Approach

We approached the engagement with a focus on predictability, structure, and lender confidence — not just temporary liquidity fixes.

Step 1: Receivables & Billing Cycle Mapping

We analyzed contract-level billing schedules and historical payment timelines to identify bottlenecks and average delay patterns across projects.

Step 2: Working Capital Diagnostics

Reviewed payables, inventory cycles, and short-term liabilities to determine capital lock-in points and inefficiencies.

Step 3: Liquidity Forecasting Framework

Built a rolling 6-month cash flow forecast model incorporating milestone-based receivables, vendor obligations, and financing utilization.

Step 4: Credit Facility Restructuring

Engaged with lending partners to restructure working capital lines aligned with revised cash flow projections, reducing emergency borrowing.

Step 5: Treasury Governance & Monitoring

Implemented centralized treasury reporting dashboards and weekly liquidity review checkpoints for leadership oversight.

The Results (In Just 4 Months)

Reduced reliance on short-term emergency borrowing.
Improved vendor payment consistency and supplier confidence.
Stabilized cash flow forecasting across major contracts.
Strengthened lender relationships with improved transparency.
Enhanced internal decision-making through structured liquidity visibility.

“The difference wasn’t just financial — it gave us operational confidence.”
— Managing Director

Final Takeaway

In capital-intensive industries, growth without structured treasury oversight can create hidden strain. By introducing forecasting discipline and governance structure, the company transitioned from reactive cash management to proactive financial control.