Situation assessment
An objective view of the position: obligations, cash flow, timing pressures and where the genuine constraint sits, as distinct from where it appears to sit.
Stressed account funding
Structured thinking for complex financial situations.
Financial pressure is a phase in the life of many capable businesses, not a verdict on them. What usually determines the outcome is how early and how clearly it is addressed.
ApproachConfidential
FocusStabilisation first
RealityOutcomes are never assured
What this involves
A situation, not a category of business.
An account comes under stress for many reasons, and most of them have little to do with the quality of the underlying business. A large customer delays payment. A receivable becomes uncollectable. An expansion takes longer to generate returns than the facility funding it allowed for. A sector cycle turns.
What these have in common is that the obligation schedule and the cash flow reality have moved apart. The question then is whether that gap can be closed — through additional or restructured financing, operational change, timing, or a combination.
We approach these conversations without judgement and in confidence. Businesses that engage early consistently have more options available than those who wait, which is the single most useful thing we can say on this page.
“The businesses that come through these situations are rarely the ones with the fewest problems. They are the ones that named the problem earliest.”
What we observeConfidentiality: we understand these discussions are sensitive. Nothing is shared with any third party without your explicit instruction.
Where advisory can help
Six areas we work through.
Which of these applies depends entirely on the situation. The first task is establishing that accurately.
Working capital pressure
Addressing the operating cycle itself — receivables, inventory and payment terms — alongside any financing question.
Financing alternatives
Assessing whether additional, refinanced or restructured facilities are realistically available, and from which type of provider.
Lender & creditor discussions
Preparing for conversations with existing lenders and creditors, which are far more productive when they are informed and early.
Stabilisation planning
A sequenced plan addressing the immediate constraint while protecting the operating business.
Structured next steps
A clear-eyed view of the available paths, including the ones that are difficult to hear.
Early indicators
Signals that a structured conversation is worth having now.
Recognising these early expands the range of available options considerably.
- Working capital limits are consistently fully utilised
- Receivable collection periods are lengthening materially
- Repayments are being met by deferring supplier or statutory payments
- Existing lenders have begun asking more frequent questions
- Additional facilities have been declined without a clear reason given
- Management time is increasingly consumed by cash management rather than operations
How we work
A deliberate sequence, starting with an accurate picture.
Nothing useful can be recommended until the actual position is clear, which is why the first stage takes longer than most expect.
01
Confidential review
Understanding the business, the obligations and the timeline pressures without preconceptions about the outcome.
02
Constraint identification
Separating the underlying issue from its symptoms. Cash shortage is usually a symptom, not the cause.
03
Options assessment
What is realistically available: additional financing, restructuring, operational change, or a combination — stated honestly, including where options are limited.
04
Preparation
Assembling the financial position and a credible plan in the form lenders and providers will assess.
05
Stakeholder coordination
Supporting discussions with lenders, creditors and financing providers, with consistent information throughout.
06
Implementation support
Monitoring against the plan and adjusting as the position develops.
Important to understand
What we will and will not tell you.
01
Early is materially better
The range of options narrows as pressure increases. Six months earlier is worth more than any structuring cleverness.
02
Not every situation is resolvable
Some positions cannot be restructured into viability. We will say so rather than extend a process that is not going to work.
03
Lenders respond to preparation
An informed, documented approach with a credible plan is received very differently from a request made under pressure.
04
Operations matter as much as finance
Financing alone rarely resolves a situation where the operating issue remains unaddressed.
05
Take specialist advice
Insolvency, restructuring and creditor matters carry legal consequences. Qualified legal and insolvency advice should be taken alongside ours.
06
No outcome is guaranteed
We cannot commit to any lender or provider agreeing to anything. What we can commit to is honest assessment and proper preparation.
This page is general information and does not constitute legal, insolvency, restructuring, financial or investment advice. Stressed situations frequently carry legal implications for the company, its directors and its guarantors, and independent professional advice should be taken. Sourcing India does not provide funding and cannot assure any outcome.
Questions
Questions we are asked about this
Our involvement is confidential and nothing is disclosed without your instruction. In practice, lenders generally respond better to businesses that come to them with a prepared position than to those that go quiet. Engaging advice tends to strengthen those conversations rather than weaken them.
Sometimes, from providers who specifically underwrite these situations — usually at a cost reflecting the risk. Whether it is available and whether it is advisable are separate questions. Additional borrowing that does not address the underlying constraint typically postpones the issue rather than resolving it.
Considerable overlap, different emphasis. Debt restructuring focuses specifically on renegotiating existing obligations. Stressed account advisory is broader: it starts from the whole situation and may conclude that restructuring, new financing, operational change or a combination is appropriate.
An initial view usually takes days rather than weeks once financials and the obligation position are available. A proper assessment takes longer, because understanding the real constraint requires looking past the immediate cash pressure.
Related
Explore related solutions
Most funding conversations touch more than one route. These are the ones most often considered alongside this page.
A conversation, in confidence.
If the position is uncomfortable, that is precisely when a structured external view is most useful. Nothing is shared with anyone without your instruction.