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The final quarter often means intense pressure for finance leaders. Reports must be accurate, stakeholders expect stability, and many CFOs are looking for ways to strengthen margins before the year closes. Among the many accounts payable solutions available, one stands out at this critical time: the accounts payable recovery audit.Â
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Unlike long-term growth initiatives that take months or years to bear fruit, an AP recovery audit delivers verified results within a single reporting cycle. By recovering lost funds already paid out in error or missed credits, organizations can show measurable improvement at year-end while setting a cleaner, stronger foundation for Q1.
The end of the year isn’t just about balancing the books. It’s also about demonstrating strong stewardship of resources, showing clean numbers, and building confidence among stakeholders. For companies under pressure to improve EBITDA, the urgency is real: delays in margin improvement at year-end carry into the first quarter, limiting flexibility and performance.
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Recovery audits offer a practical solution at this critical point. With a typical timeline of 90–120 days, starting an audit before year-end means companies can realize verified results early in Q1. That timing gives finance teams a clean slate and measurable proof of action right when reporting cycles are most scrutinized. Unlike growth initiatives that may take quarters or years to show results, a recovery audit delivers in a single fiscal period
When earnings fall short, finance leaders often look to grow revenue first. But depending on the industry, achieving even a modest increase in profit through traditional channels requires a massive lift. That’s where recovery audits stand out. They deliver the same margin improvement directly, without new sales or market expansion.
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For example, if a company reclaimed $5 million through a recovery audit, the revenue required to generate the same profit in other ways would be staggering. In the healthcare industry, it could mean $83 million to $250 million worth of procedures and thousands of patients served. In the oil and gas industry, it might take $50 million to $125 million in additional drilling, refining, or expansion to net the same result.Â
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Across industries, the scale of revenue needed to achieve what a recovery audit can deliver is a clear reminder of why profit recovery is such a powerful tool.
| Industry | Margins | Revenue to Match $5M Profit |
|---|---|---|
| Healthcare | 2–6% | $83M–$250M |
| Oil & Gas | 4–10% | $50M–$125M |
| Financial Services | 15–25% | $20M–$33M |
| Health Insurance | 2–4% | $125M–$250M |
| Manufacturing | 5–10% | $50M–$100M |
| Technology | 15–25% | $20M–$33M |
Recovery audits don’t replace revenue growth, but they give finance teams another lever—one that works faster, costs less, and carries far less risk. Instead of straining operations to capture incremental revenue, a recovery audit flows directly to the bottom line from money that has already been spent. For CFOs who need measurable impact without additional risk, this is one of the most efficient accounts payable solutions available for year-end financial improvement.
A recovery audit doesn’t just deliver dollars back. It also uncovers the process gaps and AP system issues that led to lost profit in the first place. For many organizations, year-end is the natural checkpoint for evaluating these processes and making improvements that carry into the next fiscal cycle. With a recovery audit, issues like duplicate vendor records, inaccurate payment terms, or weak invoice processing controls can be flagged and addressed, reducing the risk of ongoing leakage.
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This proactive approach also benefits financial planning. Entering Q1 with a cleaner vendor master file and better AP workflows means forecasts are more reliable, spend analysis is clearer, and finance teams can focus on strategy rather than rework.
At first glance, an audit might sound adversarial. But in practice, accounts payable recovery audits often improve supplier relationships. Year-end is when suppliers are also reconciling their books, making it an ideal time to validate credits, correct overpayments, and resolve discrepancies.
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By addressing these issues proactively, organizations show suppliers that they value accuracy and fairness. Instead of disputes arising months later, both parties begin the new year on the same page, with a shared understanding of balances and terms. That foundation of trust can pay dividends in the form of stronger partnerships, better negotiations, and smoother payment processes.
Working for Illumis for 21 years, Brush has been instrumental in the growth of the company. Brush served as Vice President at Illumis before stepping into the role of President / CEO and has been involved in all aspects of the company’s business throughout his career.
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Brush’s approach to his role centers on the motto of Illumis, Bright Ideas for Better Profits. Known for his loyalty, team building, and tough but fair expectations, he empowers employees to deliver, therefore fostering a company culture that ensures customers can count on people.