As a collections & consultancy office it is our main aim to alleviate difficulties in business transactions between two commercial players. The root of most payment issues often originates at misperceptions and/or misunderstandings. These are not seldom caused by language difficulties or just a simple misfit between two deviating business ethics.

Our activities are therefore mainly based on the assumption that proper and decent communication is the key to succes. Our approach both towards debtors as well as to creditors is therefore based on the following three pillars:

Politeness: As straightforward as it may sound, in our role as  mediator we are not only ethically obliged to remain polite in our communication, but we believe it is the only way to prevent escalation at  any stage. It ensures that the party defaulting on it's payment  obligations will never be handed an excuse to†ignore our  demands. Also, it goes without saying that impolite behavior can only be perceived of as weakness and may result in the loss of authority on our side.

Persistence: The above stated however, can only be constructive if accompanied by a persistent effort to bring all parties in line. Debtors are inherently reluctant to respond to reminders and follow up collection calls and solutions are not reached over night. Frustration and irritation often induces behavior which  makes one to rather avoid cumbersome and lengthy negotiations. This also applies to creditors which don't see any further way  out and give up. We persist in bringing both sides back to the negotiation table by our non-stop effort to exert soft pressure on debtor, and regularly showing creditor a perspective on a solution.

Profoundness: Not every debt file does consists of a simple unpaid invoice and a debtor not living up to its payment obligations, or a supplier not shipping the goods that were paid for. A conflict is often not as superficial as it may seem, and repeated reminders pushing for payment are not always the best method. We do have to think out of the box. Debtors may not necessarily be just unwilling to pay, but often simply do not have the means to pay. This invites for creativity at our side e.g. to think about alternative ways to create cash flow for a debtor. Thinks about sophisticated repayment schedules, reinstating trade relations on LoC, and requesting debtor to assign us its receivables, are all ways to increase a debtor's cash-flow.