Advisory
Teach the product before you launch it.
Most supply chain finance programmes stall because the people expected to sell, credit and service them have never seen one work. This is the training that fixes that, taught by people who have run the programmes rather than written about them.
Delivered in-house, for your teams, on your own products.
The problem
The product launches. Nobody knows how to sell it.
A bank decides to offer supply chain finance. Credit understands lending but not self-liquidating trade assets. Relationship managers can explain an overdraft but not why a payables programme helps a client's supplier more than it helps the client. Trade services know documentary credits but have never onboarded a supplier onto a discount programme.
So the programme goes live and the pipeline does not. Deals get priced like term loans, good structures get declined for the wrong reason, and the clients who would benefit most are never approached because nobody is confident enough to raise it.
This is a teaching problem, not a product problem, and it is entirely fixable. The material is not difficult. It is just unfamiliar, and almost nobody learns it from a textbook.
- Built for the teams who have to sell, credit and service it
- Worked from real structures rather than generic case studies
- Aimed at confidence, which is what actually changes pipeline
How it runs
In your building, on your products.
Not a conference talk. Sessions built around what you are actually launching or already running.
- 01
We start from your programme
What you offer or intend to offer, which client segments, which corridors, and where your credit policy currently sits. Generic training is why most of it does not stick.
- 02
Sessions by audience
Credit and risk, relationship and coverage, and trade services each need a different version of the same subject. Running them together produces a session that is too shallow for one group and too technical for another.
- 03
Worked structures, not slides
Real transactions taken apart: where the risk sits, how it is priced, what the documentation does, and what goes wrong. People remember the deal that failed, not the definition.
- 04
Something they keep
A reference pack, the worked examples, and the questions to ask a client, so the session does not evaporate the week after.
What it covers
The syllabus, adjusted to the audience.
Assembled from these, weighted to who is in the room and what you are launching.
- 01 The products, properly distinguished
- Receivables finance, payables finance, distributor and inventory finance, and where each actually fits. Most confusion in the market is people using one word for four products.
- 02 Where the risk really sits
- Buyer risk against supplier risk, dilution, performance and fraud. Which party you are actually exposed to in each structure, which is not always the obvious one.
- 03 Pricing and economics
- How a programme is priced, what drives the spread, and how to work out whether it is worth doing for the client as well as for you.
- 04 Documentation and legal
- What the agreements do, true sale against secured lending, notification and assignment, and why the accounting treatment question comes up every time.
- 05 Onboarding and operations
- Why supplier adoption decides whether a programme succeeds, and what the operational load actually looks like at volume.
- 06 Spotting the bad deal
- The structures that look attractive and are not, the documentation patterns that precede a loss, and how to decline without losing the relationship.
Questions
What people ask before booking.
Who actually delivers it?
People from our team who have built and run supply chain finance programmes across banking institutions and corporates, not professional trainers working from someone else's deck. You will know who is teaching before you commit.
How long is it?
It depends on the audience and depth. A focused session for one team is half a day. A full programme across credit, coverage and operations usually runs over several days, often spread out so people can absorb it.
Do you train on our own products or on the market generally?
Yours, wherever you have them defined. Where you are still designing the offering, the training and the design conversation tend to merge, which is usually a good sign.
Can you do this remotely?
Yes, though in person works noticeably better for the worked-structure sessions, where the value is in the argument rather than the content.
Is this a route to selling us the platform?
No. It is a standalone service and priced as one. If the platform is useful to you that conversation can happen separately, and we would rather it did.
Can you certify or accredit the training?
Not currently. If formal accreditation matters to your learning and development function, tell us early, because it changes what we would need to put in place.
Next
Tell us who is in the room.
Which teams, how many people, and what you are launching or already running. We will come back with a shape and a syllabus rather than a brochure.
- Built around your products, not a standard course
- A named person delivering it, not an anonymous trainer
- Priced as a service in its own right