For Michelle Murdock, a career in payments didn’t begin with a single defining moment. It developed gradually, through years spent in accounts receivable (AR), where payments aren’t abstract concepts but rather the daily mechanism that keeps the business moving.

Early in her career, payments were transactional: applying cash, resolving discrepancies and ensuring customers paid within agreed-upon terms. Over time, as her responsibilities expanded, so did her perspective. She began to see payments not as isolated transactions but as part of a larger system shaped by customer behavior, internal controls, technology and upstream decisions that ultimately determine cash flow.

Today, as Credit & Accounts Receivable Manager at Mitutoyo America Corporation, Murdock views payments as an orchestration problem: balancing customer experience, risk, compliance, efficiency and financial performance. Successfully conducting that orchestration requires organizational discipline and continuous improvement.

Walk us through the roles and responsibilities you’ve had throughout your career.

I began my career in accounts receivable in a foundational, hands-on role as a payment allocator. At that stage, my work was largely transactional — applying cash accurately and supporting month-end close — but what it gave me was an early appreciation for how critical precision and timing are to the financial close.

As I progressed into an Accounts Receivable Manager position, my scope expanded beyond individual transactions to overseeing broader AR operations. That shift required balancing general ledger accuracy, managing staff and producing reliable financial reporting, while also developing a deeper understanding of how upstream decisions affect downstream outcomes.

Now, I’ve been with Mitutoyo for more than 20 years, and one of the most formative periods of my career was serving in the customer-facing role of Accounts Receivable Representative prior to stepping into management. Working directly with customers on collections, dispute resolution and payment-related issues gave me firsthand insight into customer behavior, communication dynamics and the root causes behind payment delays — lessons that continue to shape how I approach AR and credit today.

As the business evolved, so did my role. I progressed through supervisory and management positions to serve as Credit & Accounts Receivable Manager. Today, I oversee both AR and credit functions, including credit risk management, customer credit limits and payment terms, onboarding and new account setup, bankruptcies, third-party collections and oversight of payment processes designed to support timely, accurate cash application and healthy cash flow.

Looking back, the throughline of my career has been a blend of hands-on operational experience and steadily expanding leadership responsibility. That progression shaped my view of payments as not a standalone activity, but an integrated component of the broader order-to-cash process.

How has your focus shifted as your role has expanded?

As my responsibilities expanded, my focus shifted from day-to-day execution to strengthening how accounts receivable, credit and payments function together as the business grows. Early on, that meant helping establish structure, consistency and controls — laying the groundwork for standardized collection practices, clearer escalation paths and stronger customer communication.

Moving into supervisory and management roles, my perspective continued to broaden. I became less focused on individual transactions and more focused on the full order-to-cash process, including tightening policies, closing gaps between AR, sales and operations, and leveraging technology and automation to reduce risk, improve efficiency and enhance the customer experience.

Today, my focus is on overseeing AR, credit and payment strategy for a high-volume, complex receivables portfolio. That includes managing credit risk, customer onboarding, collections strategy, payment optimization and cross-functional alignment across the order-to-cash lifecycle. I also lead initiatives centered on automation, data integrity and process improvement, such as expanding ACH adoption, reducing credit card processing costs through Level II interchange, implementing trade credit insurance and standardizing credit and collection policies.

At its core, my role is about balancing operational discipline with strategic improvement, ensuring upstream decisions and downstream outcomes work together to support both customer experience and financial performance.

What does a typical day look like for you?

My day is rarely spent in one place or focused on a single task. Instead, it’s a mix of monitoring activity, addressing exceptions and advancing longer-term initiatives — all while staying responsive to both internal teams and customers.

Some days are focused on credit reviews, onboarding new customers or resolving complex payment or dispute issues. Others involve reviewing metrics, evaluating process performance or collaborating with sales, operations and leadership to address risks or opportunities across the order-to-cash process.

Regardless of the agenda, payments are a constant thread. Whether it’s assessing payment methods, troubleshooting delays or evaluating new tools, each decision is viewed through the lens of accuracy, efficiency, cost and customer experience.

What are the biggest challenges in your work?

One of the biggest challenges is navigating a rapidly evolving payments landscape while balancing customer expectations, operational efficiency and cost control. Payment methods, technologies and customer preferences continue to change, requiring constant evaluation to ensure solutions meet customer needs without introducing unnecessary complexity or expense.

This includes staying informed about emerging automation and payment solutions, ensuring existing tools are functioning as intended, and regularly reassessing whether those tools are delivering the expected return on investment. Every improvement must enhance the customer experience while also driving efficiency, accuracy and time savings for the organization.

Another ongoing challenge is the rise in payment-related fraud. As fraud tactics evolve, finance teams and customers alike are increasingly targeted. Addressing this requires strong internal controls and technology, in addition to ongoing education and awareness to help stakeholders remain vigilant.

Managing these challenges requires a proactive, adaptable approach — one that balances innovation, risk management and operational discipline in an environment that never stands still.

What are you most passionate about in your work?

My biggest passion is continuous improvement — finding ways to strengthen processes, refine controls and create better alignment across the organization. A big part of that focus is breaking down silos between teams, especially the traditional divide between sales and credit or accounts receivable.

Over time, I’ve worked to position the AR team as a strategic partner rather than a perceived roadblock. That means building trust internally and externally, and ensuring our team is approachable, solution-oriented and viewed as a resource. I want customers to feel comfortable reaching out to AR directly, knowing they’ll receive timely support, clear communication and practical solutions.

I’m also deeply invested in the end-to-end order-to-cash process. AR has a unique vantage point: we see the full lifecycle of a transaction — from negotiation and purchase order acceptance through invoicing, shipping and ultimately payment — which is often where issues elsewhere in the process first become visible.

That perspective drives my focus on root-cause analysis, training and knowledge-sharing across departments, with the goal of reducing friction, accelerating cash flow and strengthening both customer relationships and operational effectiveness.

What advice would you give to early-career payments professionals?

Remain adaptable and open to change. The payments landscape evolves quickly, and success requires curiosity, agility and a willingness to continuously learn as new technologies, risks and customer expectations emerge.

It’s also important to avoid tunnel vision. While it’s natural to focus on your immediate role, the most effective professionals develop a broader understanding of the full end-to-end process. Seeing how payments intersect with sales, operations, credit, invoicing and customer experience leads to better decisions and fewer downstream issues.

Finally, never underestimate the value of asking “what if.” Thoughtful scenario analysis — considering best-case, worst-case and unintended outcomes — helps identify vulnerabilities, strengthen controls and drive meaningful improvements. Developing that mindset early positions you not only as a strong payments professional but also as a trusted business partner.

Explore more career stories in credit management and accounts receivable.

• Career Profile: Rich Shively, Credit Manager, Williams Distributing
• Career Profile: George Uko, Senior Territory Credit Manager, Kubota Tractor Corporation