Treasury teams that ship results.

A two-person finance team was running receivables follow-up by hand across more than 200 active customer accounts. Average DSO sat at 62 days against a sector benchmark of 48, and the resulting cash gap forced regular factoring at a 3.2% commission. Disputes were buried inside personal email threads, so credit notes routinely slipped past their resolution date and aging buckets drifted month after month with no clear owner.

The team connected three banks via PSD2 in the first week and imported 14 months of historical AR data so Arxa could learn each customer's actual payment behaviour rather than rely on contractual terms. Autonomous client follow-ups were enabled with French and English templates and a tone matrix tied to the customer segment. The dispute inbox was rolled out next, giving sales, finance and the controller a single shared view of every contested invoice and its status.

DSO dropped from 62 to 44 days in 11 weeks, releasing €1.1M of working capital. Factoring usage was cut by 70% as the cash buffer rebuilt. The finance team reclaimed roughly six hours a week previously spent on chasing, and the CFO now starts every Monday with a clean aging view rather than a manual reconciliation pass.

Each of the eight portfolio companies maintained its own Excel template for the 13-week cash forecast, with different conventions for VAT, inter-company flows and covenant headroom. Monthly variance reports landed at the fund in eight different shapes, and the investment committee was unable to compare apples-to-apples across the cohort. IC meetings routinely burned three or more hours on data normalization before any real discussion of portfolio risk could begin.

Arxa was rolled out to all eight portcos in five weeks, with a single 13-week template configured for the fund's PE-specific covenant tracking — interest cover, leverage and minimum liquidity. A cross-portco dashboard was built for the operating partners, surfacing covenant headroom, burn trajectory and forecast variance side by side. A weekly sync was scheduled to auto-publish every Monday at 7am, well before the operating partner stand-up so decisions could be made on fresh numbers.

IC preparation time was cut by 70%, freeing the fund team to focus on actions rather than reformatting. Two covenant breaches were caught four weeks ahead instead of arriving as surprise events at quarter-end. €840K of trapped cash was identified across the cohort and repatriated through the fund-level sweep.

The CFO had been quoting an 18-month runway figure that did not survive board scrutiny — the underlying model averaged historical burn and ignored seasonality of payroll and annual prepayments. The board pushed for a precise burn breakdown supported by live data. Recurring charges were scattered across seven SaaS subscriptions and three office leases under different owners, and there was no dynamic scenario model that could be re-run on demand when assumptions changed.

Payroll, primary banking and Stripe were connected first to give Arxa a complete view of inflows and outflows. The scenario engine was used to model three burn paths — base, austerity and growth — with shared driver assumptions so the board could compare them on the same axes. The recurring-charges template surfaced €380K of duplicate or unused SaaS subscriptions over the trailing year. Covenant alerts were configured on the venture-debt facility to flag any drift toward the minimum liquidity threshold.

Runway was recalibrated to 23 months in the austerity scenario, with the underlying assumptions visible to every board member. €380K was saved in subscription cleanup within the first month. The board approved continued growth investment without a bridge round, and the CFO now presents a fresh 13-week forecast every Monday morning.