Commercial Debt Collection | B2B Recovery
Commercial and trade debt recovery for exporters, manufacturers and services firms. Discreet, jurisdiction-aware, no win no fee.
OPERATIONS / COMMERCIAL
B2B. Not B2C. The difference matters.
Commercial debt collection operates under different rules, different relationships, and different stakes than consumer collection. Your debtor is a business. They have assets, directors, filings, and a reputation to protect. These are leverage points that do not exist in consumer collection. We use every one of them.
THE COMMERCIAL ADVANTAGE
Business debtors have more to lose
Businesses file accounts. They have registered directors. They appear in commercial registers. This data is intelligence — and we read it in the local language before we make our first call.
Your debtor may also be your customer. Commercial collection requires diplomacy — collecting funds without destroying a business relationship that may be worth more than the individual debt.
Higher value, higher stakes
Commercial debts are typically EUR 10,000 to EUR 10,000,000. At these values, every legal instrument, every negotiation tactic, and every strategic decision matters. This is not bulk processing. This is precision work.
No win, no fee. We collect a percentage of what we collect for you. If we collect nothing, you owe nothing. Our incentive is perfectly aligned with yours: maximum collection, minimum time.
Specialised collection across eight sectors
Every sector has its own payment culture, dispute patterns, and collection dynamics. Our sector-specific teams understand these differences and adapt their approach accordingly.
Explore sector intelligence
Frequently Asked Questions
What types of commercial debt do you handle?
Unpaid invoices, disputed invoices, contractual obligations, trade debts, service fees, and outstanding balances between businesses. B2B only — we do not handle consumer debt.
What is your fee structure?
Success-based. You pay a percentage (10-25%, depending on jurisdiction and complexity) of collected funds only. No retainers, no hourly rates, no upfront fees. Court filing costs (if applicable) are quoted separately and require your approval.
Do you handle disputed invoices?
Yes. Many debtors manufacture disputes to delay payment. We assess whether the dispute has merit and advise you accordingly. If it does not, we document the debtor's position and continue collection with evidence that the objection was examined.
How do you protect our business relationship with the debtor?
Professional, diplomatic contact in the debtor's language. No threats, no harassment, no behaviour that reflects poorly on your business. Most commercial relationships survive our collection process. Many improve.
Can I use InterStation for ongoing receivables management?
Yes. Portfolio clients receive dedicated account management, priority handling, volume-based pricing, and API integration with their accounting systems. Contact us to discuss enterprise arrangements.
"Profit is an opinion. Cash is a fact. We deal in facts."
Film: Profit Is an Opinion
Copenhagen: beautiful chairs, upholstered in Scottish wool, unpaid.
Hamish MacLeod runs MacLeod Weavers Ltd in Glasgow and shipped six kilometres of upholstery wool to Copenhagen. Frederik Holm of Holm Design ApS makes beautiful chairs and beautiful excuses; he says the company is restructuring. Invoice 9021: €58,000, now 88 days overdue.
Attempt one was gentle nudges. Twelve reminders, twelve replies saying "we are restructuring". Restructuring what, nobody said.
Attempt two was the business partner. Callum brought a megaphone to the showroom. It was Design Week, and everyone thought he was the installation. He won a prize. Frederik did not pay.
Attempt three was local. Signe Dahl, InterStation's collector in Copenhagen, used the leverage that only commercial debtors have.
One: read the filed accounts. Danish companies publish annual reports through the business register (CVR), and Holm Design had cash in the bank. Two: go to the registered director who signs, not the inbox that deflects. Three: test the dispute on the evidence; Frederik had signed for the delivery and raised no complaint in time, so restructuring was not a defence. Four: InterStation works on a success-based fee, so Hamish paid nothing upfront, and any court costs are quoted in advance for his approval.
Signe sent the board the numbers. The board had one question: why haven't we paid? The invoice was paid the same day, and the next order came a week later.
The moral: profit is an opinion. Cash is a fact.
Characters are fictional. Figures and procedure simplified for storytelling; fees and outcomes vary by case.