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For buyers — Treasury

Shorten your cash conversion cycle — on any bank.

Use card to extend DPO, shorten your CCC, and free working capital — issuer-agnostic, inside your firewall, with no new borrowing.

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You pay when it works.  The diagnostic quantifies the working capital freed before you commit — then we share the upside.

Built for the Treasurer — the working-capital owner in the office of the CFO.

CCC = DSO + DIO − DPO Issuer-agnostic No new borrowing Inside your firewall

The KPI you own

Your cash conversion cycle has one lever your bank under-delivers: DPO.

CCC = DSO + DIO − DPO. You can't move your customers' DSO or your inventory days overnight — but you can extend DPO by moving payables onto card. Every day of DPO you add is a day off your CCC, and working capital freed without touching the balance sheet.

The identity

CCC = DSO + DIO − DPO

Three of the four levers sit with collections, sales, and operations. The one that's squarely yours — and the one a card program is built to move — is the minus sign: DPO.

DPO up
Pay on card, settle on the statement cycle
CCC down
Day-for-day, DPO↑ shortens CCC
Working capital
Freed without new borrowing
~36 days
Large-co average CCC — the benchmark you're beating
  • Extend DPO on the AP you convert to card → CCC drops by the same days.
  • Lift your electronic payment mix toward the ~78% benchmark along the way.
Cash Conversion Cycle · the move

DPO ↑  →  CCC ↓  →  working capital freed.

The mechanism, in three steps — quantified on your own metrics in the diagnostic, not asserted.

01  DPO ↑
Convert check/ACH payables to card across the file
02  CCC ↓
CCC falls one day for each day of DPO added
03  Cash freed
Working capital released, issuer-agnostic
Measured
Sized in the diagnostic before you commit
  • No new credit line, no covenant impact — the float is the card's grace period.
  • De-risks single-bank reliance: we add the enablement layer on whatever bank you run.

The objection a sharp treasurer raises first

"Does card float actually extend my DPO?"

Fair question — and the honest answer is: it depends on your statement cycle and terms, which is exactly why we model it on your numbers rather than assert a headline. The mechanism is real: you pay the supplier on card on day one, but you don't settle the card balance until the statement closes and the bill comes due. That grace period plus the statement cycle is incremental days you hold the cash — measured against what you're paying today, not against an idealized zero.

The mechanism

Supplier paid on card day one; you settle on the card's statement cycle — the grace window is the DPO you gain.

The honest caveat

The real number depends on your billing cycle, payment timing, and current terms. It varies — so we don't assert it.

What we bring

The worked DPO→CCC model on your actual file in the diagnostic, so the lift is quantified before you commit.

The bank is the foil, not the hero

Your bank works the easy slice and hands back the rest.

The card program was sold on your whole supplier file. Then the bank enabled the handful of accounts that were easy to onboard, booked the win, and left the long tail in checks and ACH — so the DPO lever, and the CCC reduction it drives, stayed mostly on the table.

~15%

The easy share of the file a typical bank-led campaign actually converts before declaring the program a success.

Positioning estimate · illustrative
~8%

Where adoption commonly stalls — leaving most of the convertible AP, and most of the DPO lever, unrealized.

Positioning estimate · illustrative

The unrealized portion is the working capital you were entitled to. Activate works the whole file — branded as you, on any bank — so the DPO and CCC math actually lands.

Issuer-agnostic · inside your firewall

The numbers behind it

The cost case is settled — card wins on economics.

The two-sided concern — "won't my suppliers balk at card fees?" — is answered by the net cost, not the rack rate. On cost alone, card is cheaper than the check and ACH it replaces.

82 / 12 bps

Net commercial-card cost versus 192–316 bps for check and ACH. On cost alone, card wins outright.

Source: Visa Commercial Solutions © 2023
~78%

Electronic-payment-mix benchmark you're moving toward as you convert payables to card — a leading KPI under your CCC.

Treasury benchmark · electronic payment mix

Suppliers net basis points and get paid faster — so converting them strengthens the relationship instead of straining it.

Net card cost (set up right)12–82 bps
Check & ACH cost192–316 bps
Source: Visa Commercial Solutions © 2023

Go deeper

Pair the working-capital case with the rest of the office of the CFO.

The Treasurer wins on CCC; the CFO wins on net income. Same program, two scorecards. Run the method, then size your own opportunity.

Book a paid diagnostic
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For the CFO

Turn promised rebate and freed working capital into realized net income — measured, not forecast.

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The method

Diagnose, enable, reconcile — the repeatable program your team runs inside your firewall.

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Rebate calculator

Size the spend still sitting in check and ACH, and the rebate it would book on card.

Model your CCC against the DPO you're leaving on the table.

Start with a paid diagnostic. We quantify exactly how much card extends your DPO — shortening your cash conversion cycle and freeing working capital — on your own numbers, on any bank, inside your firewall.

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