Goods delivered, work finished, money still not in. We analyse whether the debt is recoverable, free — where the debtor stands, whether your records support action, which route is open. You pay when it is recovered.
Illustrative data and layout; not an actual system screenshot.
Who we work with
Completing an order does not put cash in the bank. Unpaid invoices tie up the money needed for your next round of business.
“Goods received. We will arrange it by month end.”
Month end passed. The goods were delivered; the payment date keeps moving.
“The boss has not approved it yet. Give us a bit longer.”
The project is finished, the balance sits in “pending approval”, and nobody names a date.
“We are processing it. We will let you know.”
Finance keeps chasing. There is still no firm arrangement.
Suppliers need paying, salaries and rent keep coming, and the next order needs funding too. The question is not whether to call again. It is: besides another reminder, what else can be done?
How far along this chain are you?
It means identifying what is holding payment up, so every follow-up moves towards a concrete response. Here is where we come in across the life of an invoice.
Before the goods leave and before the contract is signed, know who you are dealing with.
Nothing is overdue yet, but the records should already be in one place. Looking for them after the fact is too late.
These four have an order. They are not done at once — each follows when the one before it has not moved the matter.
Each step is a little more formal than the last. Change the purpose of each follow-up, not the frequency — that is the difference between recovery and calling again.
Not sure where to start? Five questions and we will tell you.
Not a scare tactic — what can actually be done really does differ by stage.
Due, or just overdue
Records are fresh and the people involved still remember the deal.
Do this: get the payment terms and the promise in writing, not just on a call.
“Next week” for the second time
The same line comes back, and the date keeps moving.
Do this: turn the verbal promise into a date, an amount and an arrangement.
Stuck in their approvals
Staff may have changed, and the person you speak to may not be able to release payment.
Do this: find who signs off inside their company, and prepare a formal demand.
Options start closing
People move on, records scatter, and the debtor company’s position may have changed.
Do this: reminders rarely move it now — move to a letter of demand and legal assessment.
Which one is yours in?
The scope up front, so you do not waste time. The left is what we do every day. The right is not.
Worth a conversation if:
Not what we do:
Not sure which side you are on? The first question asks exactly that — pick the wrong one and the page tells you straight away, rather than letting you fill in the rest.
Founded in 2004, doing the same work ever since. Below is the certification in full, and the organisations we have worked with along the way.
Tap to enlarge the certificate
Seen enough? Let us look at yours.
Let us look at the debt first: where the debtor stands, whether your records support action, and which route is open. That step costs nothing. The professional fee is tied to the recovery itself.
The services and fees that apply to your case are set out in the case proposal.
Every item below comes from the company’s own formal records. What we do not have, we do not write.
The two scenarios below illustrate how a case is handled. They are illustrative — not testimonials, and not real cases.
“Next week.” You have heard it three times already.
The goods were delivered and the invoice acknowledged. Every time finance calls, the answer is the same: “the boss has not approved it yet.” Records, but no firm date. Promises, but no clear arrangement.
Change the purpose of each follow-up, not the frequency.
The work is done. The client says it is not signed off.
The balance is still unpaid. Sales considers the work complete; the client asks for extra changes. Simply chasing payment leaves both sides repeating different versions of the story.
Clarify the dispute → discuss options → work towards a payment arrangement.
When you finish you will see a summary of your situation — what to prepare, and which direction fits. Only then do you decide whether to leave your contact details, and a consultant reaches out to you.
Business-to-business receivables: trade debts, service fees, project balances, and other amounts unpaid from a commercial transaction.
Disputes over private lending between individuals, and loan applications of any kind, are outside the service.
For a first conversation, three things are enough: your company name, the amount owed, and how long it has been overdue.
A fuller assessment later uses the contract or quotation, invoices, delivery or acceptance records, and the correspondence between both sides. You can still start with incomplete records — we will tell you what is missing and how to fill the gaps.
First confirm that the contact records, the basis of the debt and the debtor company’s details are complete. Then move into deeper analysis, and consider a letter of demand and a legal assessment.
Prolonged silence is rarely solved by more phone calls. It calls for a different way of moving the matter forward.
Yes. The approach is to check the records and separate the disputed items from the undisputed ones — the undisputed part can usually be pushed towards payment without waiting for the rest to be settled.
What needs clarifying: was the agreed scope completed? Are the new requests revisions or additional work? Which amounts are disputed, and which are not?
The DRS page states two things: the case analysis is free, and professional fees are tied to successful recovery — “Our professional fees are tied to successful recovery / We charge to successful recovery.”
In other words: the assessment of whether and how the debt can be recovered costs nothing. The professional fee is discussed once it is recovered.
The rate itself is still to be confirmed — what percentage of the recovered amount, whether there is a minimum, and how third-party legal costs are treated. These are not published, so we do not invent them; the case proposal sets them out.
You see a preliminary direction first. A consultant then contacts you, around three questions: where is the payment getting stuck, what action do your existing records support, and is ongoing management or case recovery the better fit?
A person handles this, not an automated decision. The summary organises your situation; it is not a decision to take the case on.
Five questions, about two minutes. See the direction first, then decide whether to leave your details — a consultant takes it from there.
For owners and finance teams: what to look at first when payment stalls, what to prepare, and when to change the approach.
What is done, what is only a demo, and what is still needed before launch. This page is kept in Chinese for the team, and does not appear on the live site.