Finance
APAC Middle-Market Leaders Embrace External Financing for Growth
We are in the midst of a working capital revolution — one that is increasingly driven by innovation and made more necessary by the macroeconomic backdrop, particularly for those middle-market firms generating annual revenues between $50 million and $1 billion.
As more firms seek out and put external capital to work, they are finding that today’s working capital solutions are providing them with the cash flow requirements needed to meet the day-to-day requirements of their businesses, as well as with the flexibility necessary to scale that business and thrive long term.
“The tightening of monetary policy and inflationary pressures have suddenly made a lot of these corporates realize they need working capital for two reasons,” Chavi Jafa, head of commercial and money movement solutions, Asia Pacific, at Visa, told PYMNTS. “One, for short-term working capital to make sure that they don’t have any operational disturbances. And two, for strategic long-term investments into newer technologies and digital solutions.”
“In a lot of emerging economies, [we are seeing] a leapfrogging of technology and digital-first solutions, and it’s this corporate segment that tends to drive a lot of the growth in digital economization — they need that working capital to invest,” Jafa said.
That’s why, when compared to traditional working capital solutions which include overdraft facilities and working capital loans, today’s innovative and alternative offerings, such as virtual cards, have emerged as a critical imperative for corporates seeking sustainable growth.
Unlocking Working Capital Innovation in APAC Region
The rising tide of digitization in Asia-Pacific (APAC) economies presents an opportunity for working capital innovation.
With a growing preference for mobile-first experiences, digital solutions like virtual cards offer a seamless and user-friendly approach to managing working capital. As Jafa explained, by using the ubiquity of mobile devices and digital-first experiences, businesses can streamline their financial operations and gain greater control over their cash flows.
“When we think about a virtual card, it’s basically a credit line,” Jafa said. “And why is it becoming more interesting to a lot of these corporates? Well, for one, it’s a digital solution that comes with better data, which makes it very powerful. The second reason is around flexibility — it can be drawn upon, as needed, by a business. And thirdly, a lot of controls can be set on virtual cards, allowing them to be used for whatever purpose is needed.”
“The mindset has shifted around working capital solutions because of the value proposition that something like virtual cards bring,” Jafa added, underscoring the operational efficiency that comes with automating an entire working capital workflow end to end via a virtual card.
Recognizing the diverse needs of different sectors, industry-specific working capital solutions are gaining traction. Tailoring solutions to the unique requirements of sectors like eCommerce, healthcare and construction allows businesses to address specific pain points and optimize their working capital management strategies effectively.
“Asia is a pretty disparate region,” Jafa said. “We have very digitally forward economies like Australia and Singapore, but we also have emerging economies like Indonesia, and then you have an economy like India, which is pretty large and quite digitally ahead.”
Businesses in each come with their own sets of needs and trends as they relate to embracing and deploying working capital solutions, she added.
Education, Awareness Needed to Scale Innovations
One of the primary challenges hindering the widespread adoption of alternative working capital solutions is the lack of awareness among businesses. Traditionally, overdrafts and working capital lines have been the go-to options, with many unaware of alternative solutions such as virtual cards.
Bridging this awareness gap requires concerted efforts from industry stakeholders to educate businesses about the diverse array of working capital solutions available to them, Jafa said.
Another transformative trend reshaping the working capital landscape is the concept of embedded finance, she noted. By integrating payment solutions directly into existing business platforms, such as enterprise resource planning (ERP) systems, businesses can enjoy a frictionless payment experience without the need to navigate external banking interfaces. This embedded approach not only enhances efficiency but also democratizes access to working capital across various industries, from eCommerce to healthcare to construction.
“Within the context of the consumerization of B2B payments, everyone wants a seamless payment experience,” Jafa said. “They don’t want to leave the environment they are in.”
By embracing digital-first solutions, using embedded finance capabilities and fostering collaboration across sectors, businesses can unlock new efficiencies and propel their growth in an increasingly competitive landscape. As awareness grows and partnerships flourish, the future of working capital management in APAC looks promising, Jafa said.
Finance
CRTC triples streamers’ financial contributions to Canadian content
OTTAWA — Large online streaming services must contribute 15 per cent of their Canadian revenues to Canadian content, the federal broadcast regulator said Thursday.
That’s three times the five-per-cent initial contribution requirement the CRTC set out in 2024, which is being challenged in court by major streamers, including Apple, Amazon and Spotify.
Contribution requirements for traditional broadcasters, which currently pay between 30 and 45 per cent, will be lowered to 25 per cent.
“The total contributions are expected to stabilize the funding at more than $2 billion in support of Canadian and Indigenous content, such as French-language content and news,” the regulator said in a press release.
The CRTC also set out rules on how the money must be spent for both streamers and broadcasters, including contributions toward production funds and direct spending on Canadian content.
Most of the streamers’ financial contribution can go toward content, though the CRTC is imposing rules on how that money must be spent for the largest streamers.
For instance, streamers with Canadian revenues of more than $100 million annually must direct 30 per cent of spending toward partnerships with Canadian broadcasters and independent producers.
The new financial contribution rules apply to streamers and broadcasters with at least $25 million in annual Canadian broadcasting revenues.
The CRTC made the decisions as part of its implementation of the Online Streaming Act, which the U.S. has identified as a trade irritant ahead of trade negotiations with Canada.
The regulator also said Thursday online streamers will have to take steps to ensure Canadian and Indigenous content is available and visible to audiences.
“This will make it easier for people to find this content on the platforms they use, while giving broadcasters flexibility in how they meet the new expectations,” the CRTC said in the release.
Details of those requirements will be determined at a later time, the CRTC said.
The CRTC is also establishing a new fund to support specific TV channels, including CPAC, the Canadian service that provides direct coverage of political events.
This report by The Canadian Press was first published May 21, 2026.
Anja Karadeglija, The Canadian Press
Finance
Close Brothers accelerating cost cuts as motor finance bill mounts
Close Brothers is speeding up cost cutting to help narrow losses after setting aside another £30 million to cover mounting costs of the motor finance scandal.
The banking group confirmed its total provision for the car finance redress scheme increased to £320 million following the Financial Conduct Authority’s move last month to set out details of how impacted consumers will be compensated.
In its latest update, it said it was set to exceed its £25 million in annual savings earmarked for 2026, which means it is now on track for an operating loss for central functions at the lower end of its £45 million to £50 million guidance.
The group revealed in March it was cutting around 600 jobs – nearly a quarter of its 2,600-strong workforce – over the next 18 months across its teams in the UK and Ireland under the cost saving overhaul.
It said at the time the cuts would come from actions including moves to outsource and offshore work, trim its office network and roll out the use of artificial intelligence (AI) “at pace”.
It is not cutting more jobs on top of the 600 already announced despite ramping up savings in 2026, the firm confirmed.
Close Brothers said on Thursday: “We are making good progress on our initiatives to deliver cost reduction and optimise operational processes, including the simplification of business and management structures, and further outsourcing and offshoring.
“We now expect to exceed our target of around £25 million of annualised savings by the end of the 2026 financial year, as a result of accelerating cost actions into the current year.”
The firm recently reported pre-tax operating losses of £65.5 million for the six months to March 31 after provisions for the car loans mis-selling saga.
But this marked an improvement on the £102.2 million in losses reported a year earlier.
In its update for the third quarter to April 30, it said its loan book increased 1% to £9.3 billion.
Shares in the firm fell 3% in early trading on Thursday.
Mike Morgan, chief executive of Close Brothers, said: “We have delivered a solid performance in the third quarter and continue to execute our strategy through this important transitional year.
“We are progressing well with the delivery of our strategic objectives and targets.
“Our capital position remains strong after absorbing the additional provision for motor finance commissions, enabling investment in future growth to further support the UK economy.”
Finance
Alberta’s finance, hospital ministers stepping down, won’t seek re-election
EDMONTON — Two of Alberta Premier Danielle Smith’s longtime cabinet ministers are stepping down.
In letters posted on social media Wednesday, Finance Minister Nate Horner and Hospitals Minister Matt Jones both said they are leaving their posts after deciding not to seek re-election in the October 2027 general election.
“When the premier offered me this cabinet role, I told her it was likely that my second term would be my last,” Horner said in his letter.
“In discussing my plans with the premier, we both felt it was important for the election-year budget to be built by a member of cabinet who will be running for re-election.”
Jones, in his letter, said he asked to step back so that an “orderly transition” could take place ahead of the 2027 vote.
Horner and Jones say they remain supportive of Smith and the United Conservatives. They said they will continue to serve as backbenchers until the election is called.
“I am proud of our government’s work to restore the Alberta advantage by lowering taxes, reducing red tape, and championing Alberta’s innovative and entrepreneurial industries and world-class energy sector,” Jones said.
Smith thanked the ministers for their service Wednesday, saying on social media that both accomplished plenty in their respective roles.
Horner and Jones were first elected in 2019 when the United Conservatives and former premier Jason Kenney took power from the NDP.
Kenney appointed both Horner and Jones to his own cabinet in the later part of his tenure, with Horner serving as agriculture minister while Jones oversaw children’s services.
When Smith won the party leadership contest in 2022 to replace Kenney, she kept Horner in agriculture but moved Jones to the affordability and utilities portfolio.
After the spring 2023 election, Horner was shifted to finance, a role he had kept since. Jones had three separate ministry appointments in the years since, including stints in affordability and utilities, as well as jobs, economy and trade. He was also Alberta’s first minister in charge of hospitals, a portfolio created last year as part of Smith’s massive health-care restructuring that split the health portfolio into four.
As minister of hospital and surgical health services, Jones has been tasked with managing overburdened emergency rooms, especially in the two major cities.
Late last year, a 44-year-old man died in an Edmonton hospital after waiting nearly eight hours for care.
Jones, in January, called a fatality inquiry into the matter. He also promised to create a new physician triage role in hospitals to prevent similar deaths, but the government has found itself at odds with the provincial doctors association over compensation and the role still hasn’t been put in place.
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