Client Snapshot
Industry:
Real Estate / Private Investment Firm
Location:
Miami Beach, Florida, USA
Engagement Type:
Corporate Accounts Receivable Management (Intercompany AR)
Software:
Yardi (AR Module)
Key Highlights
Impact Area:
Intercompany Accounts Receivable
Recovery Achieved:
USD 5 Million
AR Stability:
Monthly AR Cleared and Controlled
Process Improvement:
AR Clean-up and Control Enhancement
Client Background
A private investment firm with over 30 years of operating history, headquartered in Miami Beach, Florida. The organization manages a global real estate portfolio with more than USD 115 billion in assets under management and operates through multiple legal entities with centralized corporate finance functions.
The multi-entity structure resulted in significant intercompany charges and reimbursements flowing through the corporate Accounts Receivable function. Over time, these intercompany balances accumulated, creating aging exposure and limiting visibility into recoverability.
Business Challenge
The issues constrained working capital recovery and created uncertainty around month-end AR reporting. The client required a structured, ownership-driven approach to recover long-pending balances while stabilizing ongoing AR operations. The client faced persistent challenges within its intercompany AR function:
Aged Intercompany Balances
A large volume of aged intercompany receivables that continued to roll forward month after month.
GL & Documentation Gaps
Missing or incomplete GL classifications, approvals, and supporting documentation for historical charges.
AR Capacity Constraints
High ongoing AR workload, leaving limited capacity to focus on legacy balance clean-up.
Invoice Rejections
Invoice rejections caused by aging thresholds and insufficient backup documentation.
OHI's Approach & Solution
Discovery & Planning
- Conducted a detailed review of aged intercompany AR balances to identify root causes of pendency
- Assessed gaps related to GL classification, approval workflows, and documentation completeness
- Designed a phased AR clean-up and recovery strategy aligned with live monthly AR processing
Execution & Clean-Up
- Performed end-to-end analysis and GL classification of historical intercompany AR balances
- Coordinated closely with multiple accounting and entity-level finance teams to obtain missing approvals and backup
- Processed and managed over 600 intercompany invoices in a controlled, phased manner
- Addressed invoice rejections by providing reconciliations, supplemental documentation, and clarifications
- Created structured charge batches and ensured reimbursements were accurately adjusted against each charge
Stabilization & Control
- Maintained parallel focus on current-month AR activity to prevent new backlog accumulation
- Implemented disciplined monthly AR monitoring and clearance protocols
- Established a repeatable, documented process for ongoing intercompany AR management
Results & Impact
| KPI | Outcome |
|---|---|
| Intercompany Recovery | USD 5 Million |
| Aged AR | Significantly Reduced |
| Monthly AR | Stabilized and Cleared |
| Reporting Visibility | Improved Month-End AR Transparency |
OHI’s structured ownership model and disciplined execution enabled the client to recover long-pending intercompany receivables, prevent further balance roll-forward, and restore control over monthly AR operations. The engagement strengthened working capital recovery while establishing sustainable intercompany AR governance.
“I wanted to take a moment to recognize the outstanding work being done by the team at OHI. The level of service we’ve received from every team member has been exceptional. Communication has been seamless, and the collaboration truly feels like we’re operating as one unified team. Their execution and commitment to their responsibilities have been remarkable. I’m genuinely impressed by how much they’re accomplishing.”
A Large Private Investment Firm
VP Finance
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