Freight Revenue Consultants provides fractional COO services built exclusively for transportation factoring companies. A senior operator takes ownership of your collections, credit, onboarding, technology, staffing, and reporting on a part-time basis, without a full-time executive hire. Engagements start with a 90-Day Operational Audit and run as a retained partnership. Call 800-648-5450.
Most fractional COOs are operations generalists who will learn factoring on your payroll. This one has already run the book. FRC’s founder, Renee Williams, built a freight factoring company from the ground up across 25+ years, managing large invoice portfolios, leading credit and underwriting, and designing collections infrastructure at scale. If you want the explainer version of what the role is and when a factor has outgrown owner-run operations, that lives in our guide to the fractional COO role. This page is the service itself.
What the engagement covers
The scope follows the six domains FRC audits, because those are the six places a factoring operation actually breaks. Each is a standing responsibility, not a report handed back at the end.
Collections and aging management
We own the collections cadence: aging buckets, follow-up rhythm, dispute and short-pay handling, and the escalation ladder that decides when an account stops being slow and starts being a problem. The full workflow is documented in our collections guide; in a fractional COO engagement we run it, staff it, and hold it to the cadence when volume climbs and discipline usually slips.
Credit policy and underwriting oversight
We set and enforce the criteria that decide what gets funded: debtor credit assessment, advance and reserve terms, client and debtor limits, and the concentration line you will not cross. That last one has a real benchmark behind it. Bank examiners are told that lenders with a concentrated customer base should limit concentrated accounts to no more than 10 to 20 percent of the receivables borrowing base, or reduce the advance against those concentrations. Setting the limit is easy. Holding it when your largest debtor is also your best-paying one is the part that needs someone senior in the seat.
Client onboarding and intake
We build and run the intake sequence: application and documents, authority verification, agreement execution, UCC filing, notice of assignment, and verification setup before first funding. Authority and insurance get confirmed against FMCSA’s SAFER company snapshot, not taken from the application. The credit decision belongs to underwriting. Onboarding decides whether you can collect what that decision funds.
Technology selection and vendor negotiation
We evaluate whether your factoring or TMS platform fits the shape of your book, run the selection when it doesn’t, and negotiate the commercial terms. Software pricing is rarely built for a portfolio your size, and a factor buying alone has no leverage. See the vendor network section below for why that changes with us in the room.
Staffing and team structure
We design the org: who owns credit, who owns collections, who owns operations, and at what book size each of those stops being a shared job. Our staffing guide covers the structure; the engagement covers hiring plans, role definition, and the handoffs between desks that quietly break as headcount grows.
Financial reporting and portfolio metrics
We stand up the monthly reporting that tells you whether the book is healthy: days outstanding, concentration, dilution and reserve adequacy, portfolio yield, and cash-flow forecasting against funding capacity. Those five track the IFA’s list of metrics every factoring company should monitor monthly, and we cover how to read each one in our metrics guide. Reporting that nobody acts on is bookkeeping. Reporting that changes what you fund next month is management.
Who engages FRC for this
Factoring companies where the owner is still the de facto COO. The book has grown faster than the systems managing it, every onboarding still crosses the founder’s desk, and the operation runs on how we’ve always done it rather than a documented process. That’s the pattern we wrote about in The Mid-Market Factoring Company Problem Nobody Talks About.
We work with factors starting up and factors scaling. We do not work outside this industry, and we don’t take carrier-side operating roles. Transportation factoring is the whole practice.
The vendor network
We arrive with an established set of freight and factoring technology vendor relationships and negotiate terms specific to how you operate. This isn’t a referral list. These are active relationships where we know the product deeply, know the decision-makers, and can move faster and get better commercial terms than a company approaching them cold.
How an engagement starts
Most start with the 90-Day Operational Audit: a structured review across all six domains that produces a written assessment and a prioritized 12-month roadmap, with no long-term commitment required. It’s the honest outside read before you decide anything, and it gives both sides a real basis for scoping what comes next.
From there the work follows FRC’s four steps. Discovery is a call to understand the operation. Audit is the six-domain review. Engagement runs as either a single advisory session or a retained fractional COO partnership. Measurement tracks progress against the metrics that matter to your book. Scope and hours are set per operation, because a $2M book and a $40M book need different amounts of an operator’s week.
What we don’t do is promise you a number. FRC is a consultancy: we advise, audit, and run operations. We do not fund invoices, purchase receivables, or charge factoring fees, and no consultant can guarantee a portfolio result. What we can tell you is what we’d change and why, from the seat of someone who has run it.
Talk to us
Call 800-648-5450. Renee Williams picks up directly. No intake team, no junior consultant, no discovery questionnaire. Email is [email protected], and FRC is based in Oklahoma City, OK.
FRC is an IFA Ally Vendor. The operators we’ve worked with, including MinWest Financial and MyFactor, came in understanding finance but not the operational realities of transportation factoring. Closing that gap is what this service is for.