Supply Chain Disrupted: It’s All About Resiliency

2020 was a firm reminder of how quickly and extensively global supply chains can become disrupted, and how far-reaching the impacts can be. Some disruptions can be spotted far ahead, giving companies a longer runway to prepare. For example, the recession or market correction has been on the minds of economists and business leaders for some time. As a result, many companies have spent much of the past year paying down debt, getting their financial house in order, and tuning their business strategy.

Other disruptions, however, strike with little or no forewarning. Preparation only goes so far in mitigating the impact of these events – what companies really need is resiliency.

Operational and supply chain resiliency is by no means a new concept, but an increasing number of dynamics (economic, geopolitical, environmental, etc.) have put pressure on the global supply chain. According to Deloitte’s global extended enterprise risk management survey, 74 percent of organizations surveyed faced a disruptive event with third parties in the prior three years. As many as 20 percent experienced a complete third-party failure or an incident with major consequences. Resultingly, resiliency has become more important than ever.

The window of time companies have to respond to a disruptive event has also narrowed. Per Deloitte, an issue can “go from miniscule to calamitous in no time.” Some of this can be attributed to an ever-increasing global economy, supplier specialization, centralized labor and capital, and greater precision in production and inventory forecasting.

While this level of efficiency saves time and resources, it also means disruption in any area can be felt upstream or downstream in a shorter amount of time. Centralization, for instance, has long been hailed for its financial efficiency by enabling companies to minimize unit costs through centralized labor and capital. However, companies are now beginning to realize the vulnerability of relying on single points of failure. Case in point: companies who relied on Chinese suppliers are now feeling the severe impacts of COVID-19, which has shut down supply chains completely in China and left many companies scrambling to find other suppliers.

Another reason is the hastening speed of information flow – namely through social media. Many companies, particularly direct-to-consumer, have found the transparency required by social media to be a double-edged sword. A positive review can go viral, but so can negative buzz borne out of an unexpected disruption, including the supply chain.

A Resilient Supply Chain Starts with Financial Resiliency

Today’s business climate is volatile, and with volatility comes a requisite to be nimble and resilient. Supply chains must be able to adapt and respond to disruption, no matter if it stems from positive innovation or negativity. The key is that supply chain resiliency cannot exist without financial resiliency.

This includes:

  • Assessing, managing and mitigating supplier risk. To quote Deloitte again: “Many business leaders view risk as a negative and risk management solely as a lever to protect value. Instead, companies can begin to think of risk as a strategic component and, if managed effectively, an opportunity to create value for the organization. To get on top of these potential threats, Yauch says you must identify what your true risks are. After that, transform processes to help manage and mitigate that risk. Here, no process is safe. Rethink everything from initial due diligence in selecting vendors to off-boarding after terminating them. Finally, through risk sensing, you can leverage external data to gauge the likelihood of future disruptions—whether they’re expected or they emerge as unknowns.”
  • Protecting and optimizing cash flow, among other core financial metrics. Companies can’t afford for working capital to be trapped in the supply chain. This capital should be used to strengthen the company’s financial health so that’s it better prepared to face unexpected disruption. Corporate debt, leverage ratios, credit ratings and Return on Invested Capital (ROIC) are all areas where working capital optimization can offer significant improvement.
  • Ability to fund disruption-driven response and change. When supply chain disruption occurs, companies must respond with speed and agility. In some cases, that may mean quickly onboarding a new supplier or standing up new infrastructure and production processes. Regardless, the ability to quickly access liquidity to fund changes in the supply chain – without taking on new debt – is paramount.
  • Helping suppliers navigate disruption. Disruptive events can be felt throughout the entire supply chain, but the effects can be wildly disproportionate. An OEM may take a hit on Wall Street, but their suppliers could go out of business altogether. Financial resiliency across the supply chain requires buyers to play a role in helping their suppliers navigate disruption by ensuring cash flow impacts are minimized and/or mitigated.
  • Decentralizing the supply chain. “Putting all your eggs in one basket”, so to speak, can make it incredibly challenging to quickly pivot or bounce back from disruption. Recent trade tensions and the COVID-19 pandemic are impacting supply chains around the world, but diversifying labor and capital allows businesses to more nimbly respond without interrupting normal operations.

There are many ways companies can improve their financial resiliency and foster broader resiliency across the supply chain. One is multi-funder supply chain finance, which creates and amplifies financial resiliency for both buyers and suppliers. It allows buyers to free up cash that would otherwise be trapped within the supply chain while also enabling suppliers to get paid early so they can accelerate their own cash flow. It’s also less risky than bank-led supply chain finance programs that typically rely on a single source of funding – especially in the current liquidity climate where banks are under increased stress and are more likely to exit a market or pull back funding. With multi-funder supply chain finance, buyers and suppliers have immediate access to the liquidity required to navigate disruption and change – both of which show no signs of slowing in 2021.

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Stephanie Wargo

VP, Global Head of Marketing

Stephanie joined PrimeRevenue in 2015 and oversees the company’s global marketing team and strategy. With a data-driven approach, Stephanie focuses on demand generation and thought leadership to drive brand awareness, strengthen client/partner relationships, and generate new sales opportunities. Stephanie has guided PrimeRevenue through new technology releases and an evolving FinTech landscape. In addition to leading PrimeRevenue’s internal and external communications, she implemented innovative demand generation and marketing strategies to enhance the company’s overall sales pipeline.

Stephanie has extensive experience in marketing and customer success. She previously served as Vice President of Marketing and Communications at BitPay and Vice President of Client Relations and Marketing at FirstView Financial. Stephanie earned a B.A. degree in Political Science from Agnes Scott College in Decatur, Georgia.

Brian Medley

VP, Global Head of Sales

Brian joined PrimeRevenue in early 2012, after more than 20 years of sales leadership, executive-level consultant and business growth experience. As VP, Global Head of Sales, Brian leads a growing team of fintech sales professionals with a focus on developing strong customer relationships, improving sales predictability and helping PrimeRevenue enter the lucrative mid-market.

Prior to PrimeRevenue, Brian honed his enterprise software sales leadership skills at Clarus Corporation. He also served as an operations and IT management consultant for Kurt Salmon Associates. In addition to his sales and consulting background, Brian has deep experience in the financial industry having founded a successful residential mortgage broker and lending business. He is a graduate of the Georgia Institute of Technology having earned a B.S. in Industrial Engineering and Economics and M.B.A. in Global Business.

Jason Green

SVP, Global Customer Success

Jason joined PrimeRevenue in 2021 following more than two decades in the fintech/financial services industry. He brings a strong background is sales leadership due to his impressive relationship building capability as well as a successful track record in creating structure and process improvements. In his role, Jason uses his keen attention to detail to strengthen the customer experience and enhance the company’s solutions to deliver more value to clients.

Prior to joining the company, Jason held several senior level and executive roles with a focus on building and scaling sales and support organizations at both large and small companies. Jason graduated from Murray State University with a B.S in Marketing.

Matt Ford

SVP, Global Product Innovation

Matt joined PrimeRevenue in early 2015 and is responsible for overseeing all commercial, strategic and operational aspects of PrimeRevenue’s supply chain finance offerings throughout EMEA, based in Prague. He has been instrumental in gaining global alignment and developing supplier enablement processes for the region.

Matt joined PrimeRevenue following a 15-year career at Morgan Stanley, where he worked in fixed income operations covering debt syndication through bonds, EMTNS, corporate loans and other debt securitization. Notably, he set up non-core location operations in Europe (Budapest) and all lending operations in Baltimore from scratch.

Matt, who was born and raised in South East England, earned a B.S. in Sports Science at University of Teesside where he mastered the art of TEAM development and accountability as a youth international rugby player.

Dominic Capolongo

EVP, Global Head of Funding

Dominic joined PrimeRevenue in 2016, and is responsible for leading our bank and capital markets funding strategies and execution. He focuses on building global, scalable and highly efficient funding structures that maximize options for supporting PrimeRevenue’s programs. Dominic began his career as an attorney and was a partner with Kaye Scholer before joining DLJ as a senior banker. Dominic brings tremendous strategic and capital markets experience in all areas of finance having held senior positions at, among others, Credit Suisse and RBC Capital Markets in addition to DLJ. Dominic earned a JD from Fordham University School of Law and a BA from SUNY Binghamton.

Gavin Cicchinelli

Chief Operating Officer

Gavin joined PrimeRevenue as Chief Operating Officer in 2021. With more than two decades of leadership and executive experience along with a deep understanding of the payments space, Gavin provides a unique focus on improving and strengthening operational strategies and implementing GTM growth execution. He is responsible for leading transformation across corporate and operational strategies as well as building a repeatable and scalable commercial growth strategy that aligns with PrimeRevenue’s core business while delivering key adjacent growth opportunities.

Prior to joining PrimeRevenue, Gavin served as President and Chief Revenue Officer of Integrated Solutions at TSYS, a global payment processing services company acquired by Global Payments (NYSE:GPN). There, he also served as Head of Product and divisional COO. Throughout his career, Gavin has held multiple leadership positions including VP of Sales, SVP of Business Development, and President of Financial Institutions. Gavin graduated from the University of Northern Colorado, Greeley.

David Quillian

Chief Legal Officer

David joined PrimeRevenue as General Counsel in 2007. He and his team have been instrumental in successfully creating the unique legal structures that support PrimeRevenue’s multi-funder model and global funding capabilities. David is also the lead named inventor on PrimeRevenue’s two patents for Electronic Time Drafts, which allow PrimeRevenue to manage supply chain finance programs using electronic negotiable instruments as opposed to accounts receivable. Prior to PrimeRevenue, David was General Counsel at Harbor Payments, which was acquired by American Express (AXP) in 2006, and Magnet Communications, which was acquired by Digital Insight (DGIN) in 2003. He holds degrees in Economics and History from Duke University, and Juris Doctor and M.B.A. degrees from the University of Georgia.

Nathan Feather


Nathan has successfully ushered PrimeRevenue from our very early days as a visionary startup, through the financial crisis to today’s position as a thriving mid-sized leader in the cloud-enabled supply chain finance marketplace since joining PrimeRevenue in January 2006. He was instrumental in recapitalizing the company with an $80M investment led by BBH Capital Partners in 2015. Prior to PrimeRevenue, he held various financial management roles with Ariba, Freemarkets and PriceWaterhouseCoopers. Nathan holds a BS in Accounting from Pennsylvania State University.

PJ Bain


PJ has an impressive and accomplished track record as an enterprise software entrepreneur and executive. PJ has built a solid record of success with PrimeRevenue since being appointed Chief Executive Officer in July of 2009. The company has received numerous awards for growth, customer service, innovation, along with being recognized as a top employer.

PJ is a life-long software and technology entrepreneur having been involved in numerous firms in the roles of founder, executive, advisor and investor. Immediately prior to PrimeRevenue, PJ was the VP and General Manager of Exact Holding N.V. (NYSE/AMS: EXACT), a leading global provider of business software solutions. He was previously Founder and CEO of Inspired Solutions, an Atlanta-based, B2B software and services firm that grew to be the largest reseller of Exact Software in North America, later acquired by Exact. PJ holds a Bachelor of Industrial Engineering from Georgia Institute of Technology.