CASE EVIDENCE
Six detailed flagship studies and nine concise engagement snapshots show what was found, what GGA did, what changed and what the evidence does—and does not—support.
Detailed, anonymised studies with the starting position, root-cause evidence, intervention sequence, outcome and limitations.
An Indian fertiliser, seed and crop protection business with 35% of its debtors beyond 180 days. Six months of structured recovery returned 37% of the overdue book — and established that half of what remained had never been collectable in the first place. The second finding was worth more than the first.
Read the case →The Indian arm of a multinational diagnostics business, selling diagnostic test kits into central government medical procurement. The group's international leadership could see a government receivable that would not move and could not find out why. Eleven months of dashboards show what was actually holding it — and what happened when someone finally owned the answer.
Read the case →A multinational medical device business with 35% of debtors beyond 180 days across hospitals, government procurement bodies and a dealer network. 47% was recovered in six months — a meaningful part of it earnest money deposits and bank guarantees the company no longer held complete records for.
Read the case →An Indian pharmaceutical business selling to central and state procurement bodies, government and private hospitals, and a national trade channel. 65% of trade debtors sat beyond 180 days. 70% of the outstanding was collected — and 18% turned out to be commercial dispute nobody had ever quantified.
Read the case →An Indian supplier into civil engineering and construction projects, with 35% of debtors beyond 180 days. 70% was recovered — not by chasing payment but by reconciling running account bills to GST invoices, closing the documentation chain, and contesting deductions that had been applied without reasons.
Read the case →A Pan-India dealer and distributor book carrying 35% of debtors beyond 180 days. Six months of field recovery converted 27% — and established that 61% required risk, commercial or service resolution beyond routine collections follow-up. For a business carrying that value as an asset, the second number was the more useful one.
Read the case →Shorter evidence notes isolate one operating mechanism or management lesson from a verified GGA mandate.
A technology services mandate on a portfolio the client re-cut every month. Nearly two fifths of the opening ledger was stuck behind missing agreements, undeliverable invoices, absent purchase orders and unproven usage. Measured against what was genuinely collectable, the monthly conversion rate rose from 47% to 59%.
Read the case →A CEO and board watching DSO climb on rising order volume asked for one thing: consolidate collections ownership so the sales team could go back to selling. Fifteen months of the resulting mandate, traced invoice by invoice — ₹33.17 crore converted to cash, write-off risk held at 0.55%, and ₹23.10 crore of state police and prison billing cleared down to ₹0.01 crore outstanding.
Read the case →An installed base of equipment maintenance contracts across three regional clusters, collected without taking a single service engineer off service. ₹162.52 crore across 14,803 individually cheque-referenced receipts, measured not from the invoice but from the date the money was contractually due — which on an annual maintenance book is the only clock that means anything.
Read the case →A leasing business bills every customer every month against a live contract. Over eighteen months to June 2026, its average monthly conversion was 89.7% of collectable value, with individual months ranging from 80.5% to 96.2%. The mandate has run since 2009; that duration is not the measurement window.
Read the case →A logistics receivables book of 110,688 invoice lines, examined for why a freight invoice actually goes unpaid. The answer is almost never that the customer disputes the service. It is that something in a documentation chain running from the driver to the billing desk was never completed — and that the person who can complete it does not work in finance.
Read the case →Six years and 4,317 settled invoices from the Indian receivables ledger of a precision instruments and laboratory equipment manufacturer, segmented by sector and business line — and what changed when the hardest part of it was actively managed.
Read the case →Sixteen months of an Indian service receivables book, reconstructed from 4,087 individually bank-referenced collections worth ₹110.49 crore. The largest controllable delay in the cycle turned out not to be a customer at all — it was the monthly cadence on which invoices are handed to the people who chase them. Once past it, public and private buyers settled in exactly the same time.
Read the case →A publisher ran a current and a legacy receivables book through the same collections team during overlapping periods. Customers overlapped, but the populations, starting ages and observation periods differed. The current book reported 22.4% collected and closed in four months; the legacy book reported 2.8% in eight.
Read the case →A testing and certification business across nine service lines and 7,767 open invoices, where the single largest recurring obstacle to payment is not the customer's willingness but the customer's own onboarding file. Watched over twenty-two months, that blocker fell almost to nothing — and then rebuilt itself to the same level.
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