In our experience the cashflow pressure that distressed businesses suffer starts quite early on. The directors get used to dealing with minor issues; however they often grow into much bigger issues quite quickly. Failure to collect debtor payments on time can lead to missed payments to creditors. This leads to loss of trust and the breakdown of communication.
Talk to your suppliers and creditors – it is common sense to involve them otherwise they will feel that you are wilfully avoiding them. Doing deals with creditors over time can be a successful way to deal with cashflow problems. However, as a director or an advisor you should be asking the bigger picture questions such as:
In all such circumstances we recommend building a cashflow projection that is realistic and apply common sense to it – what happens if a promised customer payment does not come in on time? Will you be able to meet promised creditors’ payments? So always ensure that the payments that are required or promised are based on cashflow and profitability.
Do not forget things like PAYE, VAT and bank loans, direct debits etc. These are easily forecastable as are salary payments, rent etc. Make sure that all payments promised are achieved otherwise the creditor may take legal action.
If your cashflow projection shows a deficiency (in other words you need more income / investment / bank facility than is available) then take advice from KSA now.