Rich Shively’s entry into payments came immediately after college, when he joined All Phase Electric as a credit management trainee. It was an opportunity he didn’t hesitate to take — and one that would shape his understanding of credit and collections.

“I got probably the most I’ve ever learned in one sitting in the credit and collections world,” said Shively.

Working in electrical supply distribution exposed him to the realities of construction credit, including lien and bond protections, direct sales and managing risk across active projects. It was hands-on, fast-paced work where precision and documentation weren’t optional. “That’s really where I cut my teeth,” he said.

Every industry teaches you something different

From there, Shively’s career expanded across industries, each adding a new dimension to how he thinks about payments and credit risk. At Steelcase, he worked in a dealer-focused credit environment where extending credit was less about confrontation and more about managing deductions, pricing structures and contract terms. The risk profile differed, but attention to detail remained critical.

His time at Gordon Food Service introduced a faster payment cycle, where products were often consumed within days and payment timelines were non-negotiable. That experience reinforced the importance of close coordination between credit and sales.

“The sales organization doesn’t want to collect,” said Shively. “But how do you make that daily or weekly sales call and just get that AR piece out of the way so you can service the customer?”

Over the next decade, Shively returned to construction-focused credit at Lumberman’s and later Ferguson, managing large-scale projects, municipal customers and strict lien and bond requirements. In those roles, success depended less on assessing credit exposure and more on execution.

“Making sure you’re signed in on the portal, that your I’s are dotted and your T’s are crossed — that’s everything,” he said.

His role at Wolverine Worldwide brought those experiences together. There, Shively managed both large national retailers operating through portals and smaller independent customers, balancing deductions, relationship management and credit risk across a diverse customer base.

“It was kind of an amalgamation of everything I had done before,” he said.

Credit is about relationships, not just risk

Across roles and industries, one theme has remained constant: Credit works best when it’s built on trust and collaboration. Throughout his career, Shively has worked closely with sales teams, helping them understand how credit and collections fit into the broader customer relationship rather than compete with it.

“You want customers to help you out because they know your credit team is professional and fair,” he said. “They want to work with you, not avoid you.”

That philosophy has also informed his leadership approach. Over the years, Shively has managed teams of up to 40 people, adapting how he communicates based on individual personalities and situations. “It’s about understanding what message works best with each person,” he said.

A new role with familiar priorities

Shively joined Williams Distributing in 2025. As he stepped into the Credit Manager role, his primary focus was on fundamentals while continuing to learn the organization.

Much of his time in those first few weeks was spent building rapport with the sales organization, reviewing agings and working closely with his team of five to understand customer histories and risk profiles. “I was really focused on developing that relationship with sales,” he said.

His responsibilities include managing credit lines, overseeing collections activity, reviewing credit applications and preparing monthly credit packages for executive leadership and parent company Daikin. He also oversees lien and bond protections on larger projects, deductions, warranty billing and customer rebates.

It’s a wide-ranging role, but one that closely aligns with the work he’s done throughout his career, balancing day-to-day execution with relationship management and risk oversight.

The real challenge starts with getting it right

When asked about the biggest challenge in payments and order-to-cash, Shively doesn’t point first to credit risk. “Ninety percent of the issues come from ten percent of the customers,” he said. “That’s not the biggest problem.”

Instead, he emphasizes billing accuracy and ease of payment. Ensuring invoices reflect purchase orders, agreed-upon terms and proper documentation can make the difference between timely payment and unnecessary delay.

“If you make it easy for the customer to pay, you’re already ahead,” he said.

That focus extends beyond systems and processes to relationships. Customers who trust the credit team, Shively noted, are more likely to prioritize payment and work collaboratively when issues arise.

Advice for early-career payments professionals

For those early in their payments or credit careers, Shively’s advice is straightforward: stay curious and adaptable. “Be a sponge,” he said. “Make mental notes of everything you learn along the way.”

Processes and technologies will continue to evolve — just as EDI once reshaped order-to-cash and AI is beginning to do today. Despite those changes, Shively believes the fundamentals remain constant.

“Business relationships are still personal,” he said. “You can’t lose that just because technology has advanced.”

Explore more career stories in credit management and accounts receivable.

• Career Profile: Michelle Murdock, Credit & Accounts Receivable Manager, Mitutoyo America Corporation
• Career Profile: George Uko, Senior Territory Credit Manager, Kubota Tractor Corporation