+USD 20 million returned to the financial system

Portfolio written off years earlier, which the bank no longer worked because the cost of pursuing it exceeded what it expected to recover. Thousands of small loans and outdated contact details.

We cleaned and segmented the database, updated debtor locations and separated what was recoverable from what wasn't. On the recoverable portion, payment proposals with discounts authorized by the bank.

A portfolio that was at zero started generating income again, with no fixed cost to the bank: only a commission on what was actually recovered.

A rise in 1-to-30-day delinquency among microcredit members. The risk wasn't only financial: aggressive collection could break the relationship with members who are also the institution's owners.

Preventive and early-stage collections with scripts agreed with the credit union, soft channels —WhatsApp and phone calls— and documented payment agreements.

Deterioration was contained before the portfolio moved into tranches that are more expensive to recover, without a single formal complaint from members.

Invoices 90 and 120 days past due with customers the company wanted to keep. Sales didn't want to apply pressure and finance needed the cash flow.

Direct dialogue with the debtor's finance department, balance reconciliation and agreements backed by guarantees. The client always kept the business relationship, not us.

The company recovered cash flow without straining the business relationship: the debtor kept buying.

Cases the client considered lost because the debtor “had nothing.” The real decision was whether it was worth going to court or closing the case.

Asset tracing: tracking registered assets, corporate shareholdings and connections. With that on the table, the decision is made on data, not gut feeling.

In some of the cases, enough assets turned up to justify legal action; in the rest, the client stopped spending money chasing the unrecoverable.