How Swizz cut month-end close from 12 days to 3

Managing finance across eight clinics was slowly breaking our team

Swizz operates eight outpatient clinics across three cities, with 140 staff and a finance team of four. For years, the end of every month looked the same: a frantic two-week scramble to collect receipts, reconcile corporate card statements, and chase down approvals from clinic managers who were, understandably, more focused on patient care than paperwork. By the time the books were closed, the month was almost over again.

The tools weren't built for a distributed, always-moving team. Approvals sat in email threads. Spend visibility required exporting CSV files and stitching them together in spreadsheets. And any time a clinic manager needed to approve a vendor payment, they had to either wait until they were at a desk or send a reply-all email hoping someone would action it.

We needed real-time visibility, not another dashboard

When Swizz's CFO, Jordan Mercer, started evaluating platforms, the requirement wasn't more reporting — it was less chasing. The team needed spend controls that enforced themselves, approvals that happened in the moment, and a single view of cash across all eight locations without a weekly data export.

Pivoter gave the finance team exactly that. Clinic managers approve expenses from their phones in under thirty seconds. Spend policies are set per location, per category, per card — and they hold without anyone having to follow up. The CFO can see consolidated cash position across all entities in real time, whether she's on-site at a clinic or traveling between cities.

Three months in, the numbers spoke for themselves

Within ninety days of switching to Pivoter, Swizz's month-end close dropped from twelve days to three. Expense reconciliation time fell by 68%. And by replacing their legacy AP platform with Pivoter's built-in bill pay, they recaptured $180K annually in platform fees — money that went straight back into hiring.

The biggest shift wasn't in the numbers, though. It was in how the finance team spent their time. Instead of chasing, they were analyzing. Instead of closing the books late, they were using those three recovered days to model scenarios for the next quarter. For a four-person team supporting 140 staff, that kind of leverage changes everything.