Cash in the bank. Applied, matched, posted. Before close.
Every incoming payment matched to the right invoice — TDS, short-pays, scheme deductions — and posted back. Without your team chasing.
The gap between what's in the bank and what's in the books.
A payment arrives — round number, invoice wasn't round. TDS deducted. Scheme claim netted. Three invoices in one transfer with no advice. Someone figures out the breakdown. Emails the customer. Waits. Parks it in suspense. By month-end, the suspense balance is significant.
This happens every day. It's not a process failure — it's an ownership failure. Your team is stretched thin on the execution work itself, and resolution falls through the cracks.
What moves off your team's plate.
Receipts matched using email PAs, bank patterns, historical logic, customer rules. Ambiguous cases: agent emails customer directly. Team approves. Agent posts.
Matched against Form 26AS continuously — 194C, 194H, 194J, 194Q. Discrepancies flagged when they occur, not at year-end.
Scheme deductions, trade discounts, quality claims matched against approved records. Unapproved deductions flagged and assigned immediately.
Overdue invoices trigger contextual emails from your team's address. Escalations on schedule. Team pulled in for exceptions only.
Every resolved transaction posted back — correct ledger codes, cost centres, audit trail.
The cost.
At ₹1,000Cr revenue, execution gaps in the revenue cycle typically cost 0.3–0.5% annually — ₹3–5Cr in missed invoicing, unrecovered deductions, and borrowing costs from inflated DSO. Your team isn't missing it because they're bad. They're stretched thin on the execution work itself.