Team Cash Flow Mike
Imagine this. An owner and her bookkeeper are looking at the next payroll. Customer payments haven’t caught up with the bills, and the owner has already opened her personal banking app. “I can put in $30,000. That should get us through.” She has savings, equity in her home, and a business she believ
Imagine this. A distributor’s owner walks into the bookkeeper’s office with good news about a shelf of parts that haven’t sold. “The supplier will take them back. That should cover payroll.” The parts cost $20,000, and the company already paid for them. The owner has been trying to clear the shelf f
An illustrative SBDC advisor story about turning an agreed recommendation into measurable follow-through.
An illustrative SBDC advisor story about investigating the cash gap before choosing financing.
Imagine this. An appliance store owner brings a proposed payment offer to her bookkeeper before putting it on the showroom counter. “If we let customers pay over time, we could close more sales.” The offer is easy to explain: a customer pays a deposit, takes delivery, and pays the balance in equal i
Imagine this. A restaurant owner and her bookkeeper are reviewing the next supplier payment. The food order looks familiar, but a temporary delivery surcharge has appeared on every weekly bill for two months. “I thought that charge was supposed to come off by now,” the owner says. The bookkeeper has
Imagine this. A service-company owner forwards a software renewal to the bookkeeper. The vendor offers another year at $1,200 a month, or $12,000 paid upfront. The owner wants to take the annual option before the offer expires. “We use it every day. Why would we pay more for the same thing?” The boo
Imagine this. A small manufacturer has two jobs waiting for outside finishing. The owner wants to send the larger one first because it carries a better margin. The production manager wants the older job off the floor before it becomes another broken promise. “We’ve already spent so much on the big o
A favorable tax calculation does not prove a business can afford the investment date. Put the cash dates beside the tax estimate before the client commits.
A typical situation looks like this. A specialty repair company has been trying to hire a technician for ten weeks. The owner has an experienced candidate, but the requested salary is $8,000 above the amount in the hiring plan. A recruiter also wants a $6,500 fee. “The market is softening. Maybe we
