About Ops2Cash

Ops2Cash started with a pattern I couldn’t stop seeing from the finance seat: the work gets done, the product ships, and the cash shows up late — or not at all. And every time, the fix wasn’t more reporting or more pressure on the team. It was rebuilding the process behind the number, then giving the team a system that carries it. I started this practice to do exactly that for manufacturers.

I’ve sat in the finance seat inside operating companies — global controller at an industrial manufacturer, corporate accounting leadership at a publicly traded technology company. Month-end close, SEC reporting, SOX controls, cost accounting across production sites. The numbers were mine to stand behind.

The working-capital work is firsthand, not theory. On the cash going out, I’ve renegotiated vendor terms and payment timing and significantly improved DPO. On the cash coming in, I’ve automated billing, collections outreach, and follow-up — and brought DSO down with them. I’ve helped identify a funnel of working-capital and cash-flow improvements on an enterprise planning team, and automated a significant share of my own team’s manual AP, AR, and GL work — hours back every month, from work nobody missed doing by hand.

The build side is just as real. I’ve designed and shipped production AI systems in a regulated corner of healthcare finance — systems that take heavy document review and reconciliation off skilled teams, with every conclusion traced to its source, because in that world a wrong answer isn’t an option. That’s the standard this practice builds to: the math is deterministic, the sources are cited, and a person signs off on anything that matters.

That’s the lane this practice works — I’ve done it from the inside, which is why we start with the financial outcome, trace the process behind it, and build a system your business can keep running without us.

This isn’t automation designed from the outside. It’s operational improvement built by someone who’s been responsible for the numbers.