Interview with Sebastien MOROSSI, Credit Manager at DEVOTEAM
THE CHALLENGE:
The integration of My DSO Manager took place in a context marked by several organizational and human challenges. First, there was initial resistance to change as the adoption of a digital tool disrupted long-established habits.
The company had also set itself very ambitious objectives, including reducing DSO (Days Sales Outstanding) by 4-5 days and recovering between €8-9 million additional cash per month, all within a tight timeline. This ambition raised doubts about the feasibility of the project, particularly regarding meeting the proposed schedule.
Another obstacle lay in process inefficiencies, particularly in invoicing. Delays in issuing invoices sometimes complicated collection efforts, making cash flow less predictable. Additionally, the company needed to address the diverse typologies of its clients (e.g., large accounts vs. SMEs), requiring tailored follow-up and collection scenarios.
Finally, the organization had to contend with increased complexity due to the integration of a recently acquired company. This entity had distinct processes, high invoice volumes, and low average invoice amounts, requiring specific adjustments. There were also tensions between commercial priorities and back-office needs, with cash flow management often underappreciated by the commercial teams.
THE SOLUTION:
To address these challenges, the company focused on deploying My DSO Manager as part of a broader initiative called « Cash-Up », aimed at optimizing cash flow processes. The rollout was supported by strong project leadership and well-structured training sessions, ensuring a smooth transition for the teams.
One of the strengths of My DSO Manager lies in its user-friendly and flexible interface, which facilitated tool adoption. Key features, such as email integration directly within the platform and customizable follow-up scenarios, allowed actions to be adapted to the specific needs of different client types.
A particular emphasis was placed on change management, with communication efforts focusing on productivity gains to persuade initially skeptical users. To ensure full adoption, integrations between My DSO Manager and other tools like Salesforce were implemented, allowing commercial teams to easily access the necessary information through their existing work environments.
Lastly, the company committed to ongoing optimization of the tool. Follow-up parameters and scenarios were continuously refined based on user feedback. Future plans include integrating invoicing data (FAE) into My DSO Manager for a more comprehensive view of the client portfolio, enabling even more proactive cash management. This proactive approach ensures continuous process improvement and long-term efficiency gains.
THE RESULTS:
Despite being only 50% utilized, the integration of My DSO Manager has already delivered significant results. One key achievement has been the reduction of manual interventions, enabling optimized follow-up actions and substantial time savings for the teams.
In terms of performance, the overdue receivables rate was reduced to 7-8% over the last two months, compared to previous averages above 10%. These results demonstrate a tangible improvement in collection indicators, aligned with the initial goals. Furthermore, My DSO Manager's analytical capabilities, such as dynamic reporting, have made it easier to respond quickly to financial directors' queries, enhancing transparency in client account management.
Beyond the metrics, the company has observed a positive cultural and organizational shift. Employees, including initially resistant users, have recognized the tool's added value in terms of productivity and analysis. The transformation has also sparked growing curiosity among teams, particularly commercial staff, who are now considering integrating My DSO Manager more deeply into their workflows.
Finally, the project has paved the way for new opportunities. With only a partial utilization of the tool, the company already sees significant future potential, particularly through the usage of existing features (e.g., unbilled data, automated collection scenarios). These improvements in our usage of the software are expected to enable even more proactive cash and collection management, further solidifying the foundation for optimal financial operations.