Working Capital &
Trade Finance.
Capital should move.
Not wait.
Businesses create value months before they are paid for it. The problem is usually not profitability — it is time. We finance that time.
A profitable business can still run out of cash. The issue is often not how much capital exists, but how many days that capital remains trapped.
Most businesses lose liquidity the same way.
- The supplier has delivered and wants paying now; the buyer may only pay ninety days later.
- Inventory must exist before it can be sold, and existing inventory consumes cash.
- Receivables are earned but not yet collected — real value that remains unusable.
- Growth can make the cash problem worse because every additional order consumes cash before it returns cash.
- The true constraint is often not facility size, but the number of days money is standing still.
We finance the specific leg holding the cycle up.
We structure working capital around the cash-conversion cycle rather than around the balance sheet. We map where the days are trapped — payables, inventory, receivables and collection — then finance the specific leg creating the constraint.
The objective is practical: get paid earlier, pay later, keep stock available, and release cash already trapped in the business.
Finance is priced and disclosed as finance rather than being hidden inside product pricing.
Find the days. Finance the gap.
Working capital becomes most useful when it is attached to a specific operating bottleneck rather than deployed as undifferentiated debt.
Cash leaves the business.
Cash remains inside stock.
Value exists, but cash has not returned.
The cycle can start again.
Flexible structures where the transaction requires them.
Where required, transactions can be structured through a Sharia-compliant window using the same programme architecture, process and reporting discipline.
What sits inside the solution.
A complete set of structures across payables, receivables, inventory, trade and programme management.
Payables Side
Supplier finance · Supply-chain finance · Supplier early payment · Extended buyer terms · Import payables financing
Receivables Side
Invoice and receivables finance · Progress-claim finance · Controlled settlement accounts · Distributor finance
Inventory Side
Inventory and stock finance · Consignment inventory funding · Sale and Buyback™ · Raw-material cycle finance
Trade Side
Structured trade finance · Letters of credit · Import finance · Cross-border settlement
Programme Side
Revolving programmes · Multi-supplier and multi-buyer programmes · Sharia-compliant window · Velocity reporting
Designed as a repeatable operating programme.
Map the Cycle
Measure real payables, inventory, receivables and collection days.
Find Trapped Days
Identify the one or two legs doing the most damage and quantify what releasing a day is worth.
Structure the Leg
Apply supplier early payment, inventory holding, receivable purchase or a combination.
Price Transparently
Show cost of capital separately against a published reference rate.
Fund & Operate
Deploy capital against verified transactions with evidence at every step.
Measure Velocity
Measure how many times the same shilling worked during the year.
Built for real operators.
Particularly relevant where profitable activity is constrained by timing rather than demand.
The same shilling should work more times a year.
