Tech-enabled. People-centred. Impact-driven: three fields of action that define how we work. For DOUGLAS, this means three things in practice:

We approach receivables management from the very first data point, not from the final reminder notice. What begins as an interface becomes a fully integrated architecture. Data flows seamlessly, automation becomes the standard, and our client can track everything happening in real time.

We do not see debtors as conflicts, but as people in difficult and complex situations. Premium brands understand exactly why this distinction matters: respectful communication protects not only the individual case, but also the customer relationship behind it.

That is why we bring together three disciplines under one roof: legal advisory, technology, and operational receivables management. In this combination, we are unique in Europe. And it is exactly this combination that DOUGLAS was looking for.

An API-based data architecture. Daily automated SFTP transfers for Germany and Switzerland, fully automated purchase settlements, real-time insights via the client portal, weekly status files, and automated data validation. Everything integrated into the system, without manual loops.

A centralized DACH hub with clear structures: Since 2022, we have been managing Germany, Austria, and Switzerland through a harmonized setup — with unified KPIs, standardized reporting models, and cross-market aligned debt purchasing models.

Regulatory advisory that evolves alongside the business. Anyone collecting debts across multiple countries operates within different legal systems. We advise DOUGLAS on country-specific requirements, from debt purchase processes and reminder structures to the setup of market-specific debt purchase models.

Tomorrow’s customer service — already today. We deploy cutting-edge technologies where they make a real difference: in tone of voice, channel selection, and the right timing of customer outreach. At DOUGLAS, our intelligent communication ensures that debtor communication matches the tone of each market — individualized instead of mass-produced, data-driven instead of based on gut feeling.

The portfolio loss rate has fallen significantly. DOUGLAS itself considers the reduction exceptional in comparison with the market.

The payout cycle was reduced from a multi-month interval to the month of handover itself.

The retrospective reconciliation of all settlements, including the high-revenue peak season, ensures clean period allocation and a high level of planning reliability.

The operational workload within the DOUGLAS team has been significantly reduced through API integration and automated data validation.

What was once a reactive cost factor has become an actively manageable liquidity instrument, with measurable impact on the Group’s financial planning.

Over seven years with DOUGLAS, we have gone through three business models together. From a service model to a hybrid model. From a hybrid model to direct debt purchasing, implemented on 1 September 2025 without a preceding servicing phase.

This evolution of the model is not the result of market mechanics. It is the result of a relationship that has grown stronger with every phase. Trust, transparency, and a shared willingness to question existing models and build new ones. Values that are difficult to capture in contracts. Yet whenever we speak with a new client, these are exactly the values that drive us.

We are convinced that debt collection can be different: more modern, more human, and tangibly and measurably better. For our clients, customers, and teams alike. We see debt collection as a holistic journey designed to create clarity – one in which people feel heard and respected. A close and trusting partnership with our clients is especially important for this.

That is what DOUGLAS gains from us. And that is what we gain from DOUGLAS.