Cashflow Consultant
Philip is passionate about small businesses, credit management, and the importance of managing cashflow. He created the ‘Philip King Five-Step Model: Business Survival by Getting Paid’ and has developed and refined it using experience built up over more than four decades. 26 years working in front-line credit management, 14 years as Chief Executive of the Chartered Institute of Credit Management, and eighteen months as the interim Small Business Commissioner for the UK.
Credit Management Leader
Philip has worked closely with successive governments in championing best-practice credit management, supporting initiatives to address late payment, and supporting small business. In his career, he has held senior credit management roles in the high-tech and communication sectors, in distribution and retail, including spells at Olivetti and Vodafone. He was Chief Executive of the Chartered Institute of Credit Management from 2001, leading it to Chartered status in 2015. He also spent eighteen months in the role of the Interim Small Business Commissioner across 2020-2021. He was a founding board-member of the Start-Up Loans Company, a Red Tape Champion for Insolvency, and the first ever lay Chair of the Joint Insolvency Committee.
Speaker & Author
Philip authored the Managing Cashflow Guides (of which there have been over 600,000 downloads) for government and was the architect of the Prompt Payment Code which the CICM administered on behalf of the Department for Business, Energy and Industrial Strategy (BEIS) until its administration was transferred to the Office of the Small Businesss Commissioner in 2020. Philip speaks regularly at global conferences, webinars and podcasts on cashflow, credit management, and the ‘Philip King Five-Step Model: Business Survival by Getting Paid’.
Enhancing Supply Chain Value
Philip relishes working with large businesses who believe in the value of their supply chains, recognise the importance of their smaller suppliers and want them to prosper. At a time when there is increasing scrutiny on the payment performance of large companies through government regulations, and through the work of organisations such as Good Business Pays (of which Philip is a NED), good practice is important for operational and reputational reasons. Philip has supported many larger organisations in the journey to improve their practice by implementing simple but effective steps.