# Michel D'Abranches

Michel D'Abranches works with Monkey Global on working-capital topics, including how companies can improve liquidity across receivables and payables while considering suppliers, treasury teams, and funding options.

- Profile: https://b2binfluencer.marketing/creators/michel-dabranches/
- LinkedIn: https://www.linkedin.com/in/michelabranches
- LinkedIn followers: 14,544
- Topics: supply-chain
- Based on 16 dated posts, latest 2026-10-05

## Summary

Michel D'Abranches is useful for explaining working-capital tradeoffs to finance teams and prompting practical program review discussions.

- Best for: A B2B fintech LinkedIn thought leadership campaign for CFOs and treasury leaders.
- Not for: Consumer lifestyle brand broad-reach Instagram campaigns aimed at general shoppers or sales conversions.
- Check first: Ask for availability, deliverables, pricing, approval rights, disclosure, and audience performance data.

### Takeaways

- CFOs add and compare rather than swap, so sell the complement first.
- Supplier participation is the real test, not the board presentation.
- Treasurers know the cost of debt but not cash trapped in their supply chain.

## Main ideas

- **CFOs add and compare rather than swap, so sell the complement first**: Michel argues that the fastest way to lose a CFO is to ask them to change something. Most fintechs lose the room by asking a CFO to bet their career on a swap. The alternative pitch is deliberately narrow: leave the CFO’s existing banks, credit lines, and program untouched. Start with only the tail — the receivables and payables the banks are not covering — run the new marketplace alongside the bank program, and let the CFO compare the two experiences before deciding whether to move more. The reasoning is behavioral: CFOs do not swap; they add, compare, and then decide.
- **Supplier participation is the real test, not the board presentation**: Michel argues that a working-capital program can look strong in a board presentation and still fail if suppliers see no reason to participate. Start with supplier value: access to liquidity, transparent pricing, and a process that does not add friction to an already busy finance team. Procurement, Treasury, and Accounts Payable should align early, and supplier communication should be part of the commercial strategy from day one, not a launch task. When suppliers have choice and clarity, adoption follows.
- **Working capital is now a board-level priority, and legacy single-bank programs may be active but not optimized**: Michel links requests for weekly liquidity and cash-flow updates from boards and C-suites to a tougher test for existing financing structures. The question is not whether an AR/AP program is still running, but whether it is increasing funding capacity, lowering the cost of capital, and producing meaningful incremental cash flow. A single-bank program means one price and one appetite for risk. Michel says that made sense when capital was cheap and rates were stable, but is far less effective today. The proposed response is a hybrid, multi-funder model that complements existing banking relationships instead of replacing them.
- **Treasurers know the cost of debt but not how much cash is trapped in their supply chain**: Michel contrasts the precision treasury teams bring to borrowing costs with their uncertainty about cash tied up inside their own supply chain. Receivables sit uncollected, payment terms were set years ago and never revisited, and suppliers borrow at rates two or three times higher than the company’s own — costs that find their way back into prices. In this framing, the cash is already earned; it is just parked in the wrong place. The goal is to move it without adding new debt to the balance sheet.
- **Use live events, panels, and podcasts to shape and continue the conversation with practitioners**: Michel uses events and conversations to develop these ideas. A pre-event poll asks the audience what should lead the discussion, panels bring in named practitioners, and follow-up posts continue the dialogue. Podcasts and direct invitations serve the same purpose: testing arguments with people who manage working capital day to day.

## Work to read

- [The fastest way to lose a CFO is to ask them to change something](https://www.linkedin.com/posts/michelabranches_the-fastest-way-to-lose-a-cfo-is-to-ask-them-activity-7485620723982721025-dUsQ)
- [The treasury conversation I keep hearing](https://www.linkedin.com/posts/michelabranches_treasury-workingcapital-supplychainfinance-activity-7491297067542274048-d7R-)
- [Why is supplier adoption the real test of a Working Capital Program?](https://www.linkedin.com/posts/michelabranches_workingcapital-supplychainfinance-treasury-activity-7490224809797242880-3RFS)
- [Working capital has always mattered. Now it’s a board-level priority.](https://www.linkedin.com/posts/michelabranches_boards-cfos-treasurers-activity-7490788951801290752-pOX7)
- [Most treasurers I talk to can quote their cost of debt to the decimal.](https://www.linkedin.com/posts/michelabranches_treasurers-ih7-activity-7505255045060493312-06xg)

## Brand relationships

- **Monkey Global** (disclosed_partnership)
- **EuroFinance** (mention)
- **FEI Dallas Chapter (Financial Executives International)** (mention)
- **Treasury Whisperer Network Talkcast** (mention)

## Partnerships

The posts don't provide an official sponsor policy, rate card, media kit, or partnership inquiry route for Michel D'Abranches. They show Monkey Global working-capital activities—a roundtable, event meetings, a podcast conversation, and comment-to-receive offers—company campaigns and community invitations, not disclosed creator sponsorship formats. Ask for deliverables, pricing, approval rights, disclosure requirements, and a verified contact route.

## Alternatives

- Heather Crowley: Choose Heather Crowley over Michel D’Abranches when the collaboration needs an institutional-bank voice on trade and working capital. Crowley’s posts speak from inside a global bank, cover cash conversion, payment terms, supplier access, and platform integration, and argue for real-time visibility and control at scale. That is a better match if the buyer wants a provider already operating in many markets and currencies, or if the campaign is meant to show how a large financial institution frames the shift from legacy tools to automated working capital.
- Tom Hoyle: Choose Tom Hoyle when the campaign is about hidden cost, benchmarking an incumbent arrangement, or FX pricing that has not been reviewed. Hoyle’s posts target CFOs and treasury leaders who inherited an FX setup, argue that unbenchmarked pricing erodes quietly, and recommend independent transaction cost analysis when a relationship manager changes. That is a better choice if the fintech’s working-capital offer can be framed around cost transparency and a second look at existing arrangements, especially for a CFO audience.
- Stuart Gelb: Choose Stuart Gelb when the audience is commercial real estate owners and borrowers, and the collaboration concerns financing proceeds and lender choice. Gelb’s posts compare bank financing with institutional or life-company financing, show a specific example where usable proceeds differ by about $1.3 million, and argue that borrowers should get a second opinion before accepting bank terms. That is a better fit if the fintech’s campaign can target property-level capital decisions or bank-replacement capital rather than corporate working-capital programs.

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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/