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receivables management

Optimum solutions in the field of debt collection, factoring, financing and legal services for businesses.

Business restructuring

The first step in crisis identification comes when the economic operator notices an issue.

However, this awareness is not enough: sometimes, during this stage, referred to as the potential phase, problems are perceived as normal aspects of functioning on the market. You may have seen companies that were not surprised by relative cost increases, by the fact that the scale of new projects had to be reduced, and by the constantly growing debt towards contracting parties. Unless early warning systems are in place, this situation may look “normal”.

Visible symptoms do not appear until the hidden phase, which is the one when the crisis becomes evident, despite its name.

These symptoms are the following:

  • larger number of payment requests,
  • frequent changes of suppliers,
  • no possibility of benefiting from discounts,
  • increasingly frequent payment past the due date,
  • extension of credit facilities,
  • increase in the use of promissory notes,
  • increase in debt without sufficient justification,
  • delays in the transmission of financial data.

These are only some of the symptoms that suggest that the situation of the company’s finances is critical. The next stage involves debt collection, litigation and enforcement proceedings. This is no longer a mere ailment, but a serious condition, and it clearly distorts normal business. Access to external financing which the company many need to thrive on the market is sometimes blocked as a result.

The symptoms described above concern only crises in the field of company finances. Crisis situations (also in the financial sphere) result from crises in the area of management, including HR management, sales, organisation, and investments. All this eventually contributes to a critical situation in the area finances, leading to the company’s collapse.

Fundamental help in a crisis situation involves:

  • identifying the emergency areas,
  • assessing and determining the causes of the crisis,
  • studying the intensity of the symptoms,
  • analysing the impact of the crisis on the business environment.

The business strategy that has led to the crisis situation needs to be determined, and every area within the company that may potentially be generating problems should undergo in-depth analysis.

At the same time, we make rapid, careful and informed decisions to prevent the crisis from escalating. The first step consists in bringing order to the company’s situation and includes negotiations with creditors and financial institutions, as well as legal support. Apart from reacting to the current situation, the company’s potential needs to be employed, and resources have to be optimised to resolve issues related to the future.

Simply speaking, we prepare a plan to combat the crisis, which is described in a nutshell below:

  • diagnosing the causes of the crisis,
  • analysing the symptoms and the risks,
  • implementing effective solutions.

The programme consists essentially in:

  • finding methods of remedying the effects of the crisis,
  • restoring the business to normal operation.

We can help by following the assumptions presented above, provided that the company in crisis cooperates with us to the full extent.

The only thing you can do without money is get into debt.”

Heinz Schenk


Receivables management involves a number of carefully considered and calculated decisions protecting the business from losing liquidity.


Stay safe, save money as well as time to focus on your core business. Remember, the day only has 24 hours.


One of the key challenges any business faces involves finding and using sources of financing that match its plans and capacities.


Although it seems obvious that a crisis within a business may lead to collapse, the visible symptoms of problems are often consciously ignored.


Warsaw Office:
Tel. no.: 22 299 19 76
Silesian Office:
Tel. no.: 32 307 46 45

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Debt buying

A transport company had been struggling for months with debt collection. First problems also appeared with the payment of what it owed its contracting parties. Having analysed the receivables portfolio, Subra GRP Sp. z o.o. made an effort to interrupt the running of the statute of limitations, as the relevant period is only one year in the transport sector. Settlements signed with debtors and a lawsuit filed with the court successfully secured the creditor’s interests. The first funds that were recovered were used to repay the company’s oldest debts, and the efficient actions taken by Subra at the stage of the court enforcement proceedings led to the quick recovery of the remaining receivables. The company regained its liquidity and kept submitting invoices for monitoring on a systematic basis.

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