# Heather Crowley

Heather Crowley writes about treasury and working capital, including cash-flow management, supply-chain finance, and how businesses can adapt to changing payment and credit conditions. The posts also discuss J.P. Morgan working-capital solutions.

- Profile: https://b2binfluencer.marketing/creators/heather-crowley/
- LinkedIn: https://www.linkedin.com/in/heathercrowley
- LinkedIn followers: 3,274
- Topics: artificial-intelligence, supply-chain, healthcare, ai-in-finance
- Based on 10 dated posts, latest 2026-09-16

## Summary

Heather Crowley is useful for concise, business-focused posts on treasury and working-capital problems.

- Best for: A treasury software campaign needing co-authored working-capital content for finance and treasury professionals.
- Not for: A consumer budgeting app aimed at households or personal money decisions.
- Check first: Confirm sponsorship terms, inquiry route, and whether posts are paid placements or employee communications.

### Takeaways

- Working capital is a question of control, not just performance.
- Legacy and fragmented tools are the practical obstacle.
- AI and real-time data only work on a reliable data foundation.

## Main ideas

- **Working capital is a question of control, not just performance**: Crowley argues that when market conditions shift, the useful question for a CFO or treasurer is not whether their working capital strategy is working but whether they can see and change it. Volatile trade, tighter credit and faster payment expectations have compressed the time treasury teams have to react, making flexibility and line of sight more important than a static plan. The same framing appears as a closing question in more than one post: is working capital a constraint or a lever?
- **Legacy and fragmented tools are the practical obstacle**: Crowley repeatedly names the same blockers: manual processes, disconnected systems, spreadsheet management, tools that split supply chain, discounting and receivables, months-long implementations, and global programmes that cannot flex to regional requirements. These tools were built for slower payment cycles and cannot support compressed cycles or flexible cash flow. The alternative is a single platform with near real-time visibility, ERP integrations and broad market coverage.
- **AI and real-time data only work on a reliable data foundation**: Crowley links AI to specific working-capital and supply-chain tasks: flagging payment risk early, optimising supplier terms at scale, predictive inventory, multi-tier visibility and dynamic discounting. They focus on applications, reliable data as the foundation, and the trade-offs leaders must weigh. The trade-off discussion and data-readiness point come from the article Crowley recommends, written by Dominic Giordani, not from their own analysis.
- **Working-capital access should include smaller suppliers**: Crowley argues that mid-market and smaller suppliers have historically had limited access to working capital solutions while large buyers had more, and that AI-enabled tools can level a playing field tilted toward large buyers. They link working capital management to supply chain resilience and supplier relationships, not just the buyer's own balance sheet.
- **Healthcare cash flow needs sector-specific financing, not a single policy fix**: Crowley argues that healthcare cash flow variability runs deeper than one policy change and cannot be solved by traditional financing alone. The right working capital tools let providers monetise validated receivables for immediate liquidity, shorten supplier cash cycles through supply chain finance, and reduce reliance on higher-cost borrowing — while keeping investment in patient care and digital modernisation on track. For buyers, ask for the longer article linked in the post; it is not included here.
- **Curation as a method: recommending and framing other practitioners' work**: Crowley recommends another practitioner's article, naming Dominic Giordani as the author and Payments Unbound as the source. They identify the applications they find useful and note the article's coverage of trade-offs and data. The substance comes from the linked article, not Crowley's own text.

## Work to read

- [Reframing working capital as a control problem](https://www.linkedin.com/posts/heathercrowley_when-market-conditions-shift-quickly-the-activity-7463331033334181889-Hbfv)
- [Three specific failures of fragmented treasury tools](https://www.linkedin.com/posts/heathercrowley_todays-247-on-demand-economy-is-bringing-activity-7465739035576147968-MIsU)
- [Cash-flow variability in healthcare](https://www.linkedin.com/posts/heathercrowley_cash-flow-variability-in-healthcare-runs-activity-7468384230700421120-PTj9)
- [Curating outside evidence on AI and supply chain resilience](https://www.linkedin.com/posts/heathercrowley_working-capital-management-is-increasingly-activity-7495922399058595840-LNV9)

## Brand relationships

- **J.P. Morgan** (disclosed_partnership)
- **Payments Unbound** (mention)

## Partnerships

Heather Crowley’s posts feature J.P. Morgan trade and working-capital products, including the Working Capital Accelerator and healthcare working-capital financing. Product-specific language and outbound links make the relationship commercially relevant to a treasury software buyer. Before proceeding, ask Crowley or J.P. Morgan whether these posts are paid placements, employee communications, or available as co-authored sponsorships, and confirm the sponsorship terms and inquiry route.

## Alternatives

- Michel D’Abranches: Choose D’Abranches over Crowley when the sponsor needs a partner who can argue a commercial position rather than explain the category, and whose audience includes CFOs and treasurers already running a bank programme and sceptical of replacing it. Two posts make that case in detail. One reports that boards and C-suites are asking CFOs and treasurers for weekly liquidity updates, that single-bank AR/AP programmes may now constrain rather than expand working capital, and that a multi-funder model can widen capacity and cut the cost of capital. The other lays out a go-to-market approach: approach the CFO without touching existing bank relationships, plug into the uncovered tail of AR and AP, let the two run side by side, and expect the CFO to ask for the rest of the programme around month six. For a treasury software company whose sale stalls because buyers will not rip out an incumbent, this approaches the same buyer task from the opposite direction and offers a written sales narrative to test in a co-authored series. The posts also cite figures — supplier participation averaging more than 55%, 25% cash flow expansion in four months, outcome-based pricing with no upfront cost — that give a series concrete claims to debate, even if the sponsor cannot reuse them.
- Tom Hoyle: Choose Hoyle when the campaign can move from working capital optimisation to FX cost transparency, or when the target reader is a finance leader in their first months in a role, auditing inherited arrangements. Two posts do for FX what Crowley’s posts do for working capital: identify specific, unglamorous failures — pricing that drifts a few basis points at a time and is never benchmarked, or an arrangement bundled with the banking relationship that never had to win a comparison — then offer simple questions to ask, such as when rates were last checked against the market and whether a benchmark is on file. The posts cite the MillTech Global FX Report 2026, which finds that cost transparency is now a top priority for North American corporates, while 34% still instruct FX by phone and 29% by email. This detailed treatment of a narrow subject suits a sponsor seeking an advisory, low-pitch voice and a co-authored series about the first review a new CFO runs.
- Rajesh Viswanath: Choose Viswanath when the sponsor wants an explainer who teaches through outside research and frameworks, and when the product is analytics or visibility rather than platform consolidation. One post argues that budgeting’s real flaw is allocating capital by department rather than by value driver, cites McKinsey’s finding that eight to ten operational drivers explain most performance variance, and shows what those drivers look like in SaaS and manufacturing. The other presents the cash conversion cycle as a competitive advantage, citing a PYMNTS Intelligence report that top performers convert cash in 24.2 days against 44.4 days for lower performers. It reframes working capital as a data problem solved by connecting procurement, operations, suppliers and finance data. That framing aligns with a treasury software pitch about real-time visibility and gives a co-authored series an educational spine that does not depend on the sponsor’s own claims.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/