Amid rising inflation, interest rates and liquidity pressures, Asia-Pacific growth corporates ( mid-sized firms with annual revenues between US$50 million and US$1 billion ) increasingly view efficient cash flow management as essential, with working capital becoming a more strategic tool for driving growth and resilience, according to a recent report.

However, nearly half of the region’s growth corporates are not using any working capital solutions, even as companies need more flexible access to cash, finds US digital payments company Visa’s 2025–2026 Growth Corporates Working Capital Index report, which identifies three key themes that are relevant to businesses in Asia-Pacific: misalignment between financial products and operational needs, working capital as growth lever, and shifting demands on banks.

Misalignment between financial products, operational needs

Mid-sized businesses across Asia-Pacific face shifting working capital realities, the report notes, including longer cash cycles, more structural payment delays and growing pressure to free up cross-border liquidity faster. However, most financial solutions have not kept up, with many remaining too rigid or generic for Asia-Pacific’s diverse industries and fast-moving markets.

This growing disconnect between traditional financial product design and the real-world needs of businesses, the report shares, is driving CFOs to call for faster, more flexible and fully digital tools that align with real cash cycles and deliver capital at the speed of business.

Key report insights include:

• 47% of growth corporates do not use working capital tools, often because existing solutions do not align with their operational models.
• 41% of firms want simplified digital tools for credit and account management, while 38% seek on-demand financing aligned with cash flow cycles, signalling demand for more flexible financial solutions.

Financial institutions that create offerings around real business cycles, while rethinking underwriting, approval speed and flexibility, the report suggests, will be better positioned to support the evolving needs of growth corporates.

Working capital as growth lever

While many firms lack suitable tools, leading finance teams in Asia-Pacific, the report points out, are treating working capital as a strategic lever rather than a last resort, using early supplier payments, virtual cards and flexible funding to strengthen liquidity and respond more quickly to market opportunities. As a result, cards are evolving from transactional tools into working capital levers.

Key report insights include:

• Late customer payments can cost companies an average of US$15.7 million annually, but those using card payments to speed up collections have reduced late-payment losses by around 10%.
• Firms using working capital solutions can realized an average of US$17.7 million in annual bottom-line benefits, equivalent to a 4.3% revenue boost.
• 9% of firms used working capital solutions to fund unplanned growth, up from 5.6% in 2024-25.

By improving cash flow visibility and accelerating receivables, these finance leaders can unlock additional capital within their operating cycles, the report offers, turning liquidity management into a competitive advantage with direct improvements to the bottom line.

Shifting demands on banks

Across regions, CFOs rank fast, on-demand access to capital and simplified digital credit management among their top priorities, the report states, but these needs are especially pronounced in Asia-Pacific, where companies operate in fast-moving and often volatile markets.

Key report insights include:

• 61% of Asia-Pacific growth corporates now use artificial intelligence ( AI ) or machine learning for working capital optimization, including forecasting, risk scoring and automated approvals, as demand grows for embedded analytics and simpler digital credit management within banking platforms.
• CFOs expect fast, on-demand access to liquidity through digital rails, including tools such as virtual cards, automated approvals and digital platforms, that enable businesses to respond quickly to time-sensitive opportunities.
• Finance leaders prioritize industry-specific expertise from banking partners, seeking relationship managers who understand sector-specific business cycles, supplier relationships and capital expenditure needs.

These trends, the report argues, signal a shift in how CFOs expect to access and manage liquidity. As demand grows for faster, more flexible financing and digitally enabled finance management, banks and financial institutions, the report adds, will need to move beyond generic products by integrating AI-driven insights, streamlining approval processes and pairing digital capabilities with deeper industry expertise to better support the evolving expectations of Asia-Pacific CFOs.

“CFOs across Asia-Pacific want flexible, sector-specific tools that match their operational realities,” says Chavi Jafa, Visa’s head of commercial and money movement solutions for Asia-Pacific. “Our data show that agile, digital-first strategies and smarter forecasting are helping companies stay resilient and reinvest freed-up capital into growth.”