Working capital isn't just a Cash Credit limit. The optimal structure combines fund-based and non-fund-based facilities, calibrated to your operating cycle — debtor days, creditor days, inventory holding, and seasonality.
We model your cash conversion cycle and design a framework that maximises available liquidity while minimising cost — then execute it with the right combination of lenders.
Revolving fund-based facility against stock and debtors. Draw and repay as needed. The workhorse of Indian corporate banking.
Linked to current account. Greater flexibility than CC — ideal for businesses with variable cash flow patterns.
Working Capital Demand Loans for defined short-term needs. Often cheaper than CC when used for specific transactions.
Letter of Credit and Bank Guarantee for trade, procurement, and contract performance. Doesn't draw from your fund-based limits.
Convert your receivables to cash. Separate from your CC limit — creates a parallel source of liquidity against your debtor book.
Structured programs for your supplier or dealer network. Extends your payables cycle while keeping your suppliers healthy.
We model your operating cycle — inventory days, debtor days, creditor days — to size the facility correctly.
Fund-based vs. non-fund-based split. Single bank vs. consortium. WCDL vs. CC. We optimise cost and flexibility.
We prepare the information memorandum and approach the right lenders — those who understand your sector and size.
Rate, margin, DSCR norms, security, and covenant negotiation. Documentation review and execution management.
The right choice depends on your cash flow pattern. CC is best for businesses with fluctuating stock levels where you draw and repay continuously. OD suits businesses needing flexibility against inflows. WCDL is cost-effective for defined, short-duration needs. Often the best solution is a combination — we model this for your specific operating cycle.
Existing limits may be undersized, overpriced, or structured sub-optimally. We frequently find that companies are paying 50–100 bps more than they should, or have limits structured around outdated financial data. The review process often generates significant cost savings — well above any advisory fee.
Yes — consortium and multiple banking arrangements are a core part of our corporate advisory. We help design the lender mix, manage limit allocation, and ensure documentation is consistent across all banks. We also help companies consolidate from too many banks when that's the better strategy.
This is more common than most CFOs admit. Bank relationships deteriorate for many reasons — credit officer changes, internal credit policy shifts, or simply that a newer lender serves your profile better. We've helped several companies smoothly transition their banking relationships while maintaining uninterrupted working capital access.