Revenue can be reported while cash remains trapped. The management issue is capital allocation, not reminder activity.
The management problem
Companies manage sales aggressively but often delegate the conversion of booked revenue into cash. That creates a disconnect: the P&L can look healthy while borrowing, delayed capex and management attention reveal that revenue is not converting as expected.
A CEO does not need to chase individual invoices. The CEO needs governance over the system that determines whether earned revenue becomes usable cash.
Why this is strategic
The GGA management lens
Ask: how much is expected to realize, from whom, by when, what is blocking it, who owns the next action and what requires senior intervention. That is a different question from “how much is overdue?”
What changes when leadership owns the system
Leadership sets intervention thresholds, defines risk appetite, separates sales relationship ownership from invoice lifecycle ownership and reviews cash realization as rigorously as sales.