Reminder
Notifies, doesn't converse. A sequence by days past due, in writing and by email, with the exact details of each invoice. It works when your receivables are healthy and the only problem is that nobody gives notice in time.
Your collector calls the ones who owe the most. The ones owing 300, the ones owing 800, the ones who together make up half your receivables, wait until someone remembers. Every month that goes by, collecting from them costs more.
Agent: “Good morning, Mr. Jiménez. I'm writing from X Trading about invoice 4471, which was due August 3. Can I help you arrange the payment this week?”
Customer: “i already paid that one”
Agent: “It may be that the payment hasn't been applied yet. Could you share the receipt so I can pass it to the payments team today? In the meantime, I'll put the follow-up on hold.”
The case was left open for accounting, with the receipt attached. Nobody on your team stepped in.
The difference between an automated message and a collector is what happens after the customer replies. This is what it does when they reply.
A written reminder and a phone call don't cost the same or serve the same purpose. Choose by the delinquency you have, not by budget.
Notifies, doesn't converse. A sequence by days past due, in writing and by email, with the exact details of each invoice. It works when your receivables are healthy and the only problem is that nobody gives notice in time.
Collects and resolves. Everything above plus: negotiates dates, sends account statements and invoice copies, requests receipts and escalates to accounting. It's the level that replaces the daily follow-up work.
Also calls. Everything above plus phone calls by the agent for advanced delinquency or high amounts, where written messages have stopped working. Includes a bundle of minutes.
Most start on Conversation and move up to Voice only for the over-60-days bracket. You can change levels whenever you want.
None of these things show up as a loss in your accounting. All of them are costing you money right now.
The collector starts the day with the customer who owes twelve thousand. The ones who owe four hundred are left for “when there's a chance.” That chance never comes, and in three months they're uncollectible.
“He told me he'd pay on Friday.” Which Friday, who wrote it down, was it followed up? If the collector quits, that information leaves with him.
On Monday you can't say for sure how much you'll collect this week. Without that, you don't know whether you can pay vendors or need to seek financing.
The problem isn't your collector. It's that one person can't get through 300 accounts every day, and never will.
This is the first thing people ask, and rightly so: in collections, handing your receivables to a third party has consequences you don't see until it's too late.
You don't hand your receivables over to anyone. The agent works inside your operation, with your data and from your company's number. Your customer stays yours, and so does the relationship.
It doesn't send the same text to 300 people. It reads each account's actual balance before writing, and what it says depends on what that customer owes and how they replied last time.
You set the tone, different by segment: you don't talk to a fifteen-year customer the same way as a new one. It never handles sensitive cases on its own.
The hard part isn't sending messages. It's not collecting from someone who already paid and not burning your business relationship.
The live balance, each customer's credit terms and payment history. Without this, the agent writes to someone who paid yesterday and you lose credibility with your own customer.
We get your company's number up and running and the outgoing messages approved. It stays in your name: if you ever leave, the number and the conversations stay with you.
Who gets a gentle reminder and who gets a firm one. Up to what amount it can agree to an extension on its own. What it never decides. Everything is recorded and exportable.
Choose the level and adjust the number of past-due accounts. We give you the order of magnitude right away, so you know whether this fits your budget before sitting down with us.
Service tier
Includes
A full-time collector in Panama costs about $1,100 a month with benefits, and can only work a fraction of those receivables.
It's an order of magnitude, not a quote. The final number depends on the state of your receivables, how many delinquency brackets you handle and how organized your balances are — that comes out of the assessment.
The Conversation level includes 300 accounts under active management; each additional account, $0.60 a month. Messaging and call usage is paid directly to the provider with your own payment method, at the provider's price and with no markup from us. For receivables with concentrated delinquency there's an alternative scheme with a low base plus a performance fee: it's evaluated in the assessment.
Ranges for sizing, not a promise. In the assessment we calculate them with your real receivables report.
On the past-due receivables nobody currently has time to work. On 150,000 past due, that's between 4,500 and 12,000 dollars coming in instead of still waiting.
Contacting on day one instead of day thirty shortens the cycle. Every day less is cash that comes in sooner and financing you don't have to request.
Contacting 300 accounts, noting replies and following up takes about two hours a day. That time goes back to your team for the cases that actually require judgment.
It's the service in the catalog whose return is easiest to measure: you compare the previous month's recovery against the first month with the agent. If your receivables are healthy and current, we tell you and don't sell it to you.
A number from your company, in your name, not Valtriom's or shared with others. Your customer sees your brand. And if you ever decide not to continue, the number and the entire conversation history stay with you.
If your problem is that nobody gives notice in time, Reminder is enough. If your customers reply and someone has to handle them —negotiate dates, send account statements, verify payments—, that daily work is what Conversation replaces. Voice is added only when written messages have stopped working, typically beyond 60 days. In the assessment we look at it with your real receivables.
It asks for the receipt, pauses follow-up on that account and opens the case for your payments team with the file attached. It doesn't keep pushing while it's being verified. It's the scenario that does the most damage when handled badly.
In practice it bothers them less than a badly timed call: it writes during business hours, with the exact invoice details and in the tone you defined. It checks the live balance before every contact, so it doesn't write to someone who paid last night. And it stops pushing as soon as there's a date commitment.
The calculator price is a flat fee: whether you recover a lot or a little, you pay the same. For receivables with highly concentrated delinquency there's an alternative scheme with a low base plus a performance fee, measured only on delinquency over 60 days and against a baseline agreed in writing before starting. It's evaluated in the assessment; it isn't the default path.
They're two different things. The initial payment is getting it running with your receivables, your channel, your sequences and your tone: it's done once. The monthly fee is having it collect every day and adjust when your conditions change. Just like hiring someone: first the training, then the salary.
No, it takes off their plate the 300 accounts they can't get to today. Your collector keeps what requires judgment: the big customer, the sensitive case, the tough negotiation. That's where a person delivers and the agent doesn't.
That's the first thing we check. If balances aren't up to date, the agent would collect from someone who doesn't owe, and that costs more than not collecting. If that's the case we tell you before selling you anything, and getting your receivables in order is a separate job, quoted separately.
We review your receivables report, see how much is past due and in which brackets, and calculate the return with your numbers — even if the answer is that your receivables are healthy and you don't need it.
We review your receivables report, choose the level that works for you and adjust the number to your case. Setup in 15 business days.
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