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Tag: Cash-Flow Management

  • Startup founders urged to prioritize accounting and tax planning | Long Island Business News

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    In Brief:
    • Startups often make costly mistakes when accounting is deprioritized.
    • Founders should understand cash flow, tax rules and entity structures.
    • LLCs and multi-entity structures are rising due to pass-through tax benefits.
    • CPAs advise revisiting as the company grows and evolves.

    Starting a business can be both exciting and daunting, and while the potential upside can seem promising, the path for a startup may be packed with pitfalls, especially those that forego strategic advice from tax professionals.

    SHASHI SINGAL: ‘Ultimately, the decision on how to structure a business is shaped by a complex mix of tax rates, deductions and long-term strategic goals.’

    While streamlined startups are usually efficient and adaptable, they often leave their founders juggling multiple roles, which can lead to mistakes. “ often find themselves managing multiple aspects of their business, from operations and marketing to finance and HR,” says Shashi Singal, a tax partner at Anchin in Uniondale. “In the midst of this multitasking, it’s common for accounting to take a back seat to other priorities, and for occasional errors and misconceptions to happen.”

    Learning the basics of business accounting beforehand can help founders avoid playing catch-up later, according to Singal, who suggests becoming familiar with some key concepts, including understanding the differences between profit and cash flow, knowing what counts toward book income and what is considered taxable income, and finding appropriate tax software order to establish accurate and efficient record-keeping. “While it may seem tedious at first, setting things up correctly from the beginning can save entrepreneurs the hassle and cost of fixing and cleaning up their records later,” she says.

    Startups that fall behind in record-keeping can suffer in other areas of their business. “If a business has inadequate accounting staff or software which cannot provide the reporting needed, it can negatively impact the entrepreneur’s ability to accurately budget, forecast and understand the financial performance of the business,” says Paul Becht, principal at Baker Tilly in Uniondale. “A strong accounting department possessing the right technology with the help from an experienced and robust outside accounting firm can help the business owner properly convey the company’s financial performance to banks, investors and other interested third parties.”

    PAUL BECHT: ‘If a business has inadequate accounting staff or software which cannot provide the reporting needed, it can negatively impact the entrepreneur’s ability to accurately budget, forecast and understand the financial performance of the business.’

    Recently, more owners have decoupled components of their business for more accounting leverage. “Business owners are increasingly creating multi-entity structures to separate operations, real estate and other activities in order to take advantage of pass-through entity credits and other tax benefits,” says Brittany Mayoka, CPA and chief operating officer at Harbor Accounting Group in Syosset.

    This is due to the provisions of the 2017 Tax Cuts and Jobs Act being made permanent earlier this year, as well as New York State’s tax code revisions that offer alternatives to more traditional state and local tax deductions. “One of the most notable changes was the introduction of the 20-percent (QBID) for eligible ,” Mayoka says. “At the state level, New York implemented the Pass-Through Entity Tax (PTET) in 2021, which allowed for a state and local tax (SALT) deduction work-around.”

    The qualified business income deduction offers tax benefits to owners of limited liability companies (LLCs), specifically partnerships, which have become increasingly popular designations for startups. “Over the past decade, the use of the limited liability company structure has grown substantially,” Becht says. “This entity type provides tax flexibility, as business owners can elect to be taxed as a sole proprietor, partnership or corporation. At the same time, LLCs offer legal protection with less complexity than incorporated entities.”

    However, forming a partnership may not always be the best choice for entrepreneurs. “C corporations may be an advantageous option for startup founders seeking to benefit from qualified small business stock provisions, which offer substantial tax savings on gains from the sale of eligible stock,” Singal suggests. But several other factors may influence a startup’s incorporation strategy. “Despite the lower corporate tax rate, many small businesses continue to favor pass-through structures to avoid double taxation and reduce administrative complexity,” she says.

    Given the often complex parts of a small business, deciding which type of structure is best involves detailed planning. “Ultimately, the decision on how to structure a business is shaped by a complex mix of tax rates, deductions and long-term strategic goals,” says Singal. “Business owners must carefully evaluate these factors to select the most tax-efficient structure for their unique circumstances.”

    BRITTANY MAYOKA: ‘Business owners are increasingly creating multi-entity structures to separate operations, real estate and other activities in order to take advantage of pass-through entity credits and other tax benefits.’

    While carefully curated data can provide a clearer choice for startup founders that are deciding on a structure, the optimal structure for any business may change with time. “I always recommend running comparative tax models for each entity type before making a decision,” Mayoka says. “The analysis often reveals that a structure that seems simpler may actually cost more in the long run. Entity choice isn’t a one-time decision—it should be revisited as the business evolves.”

    Accountants can often provide valuable advice to startups, but maintaining a close relationship with a trusted CPA has helped established businesses optimize their accounting practices as they expand as well. “A few years ago, an entrepreneur operating a successful and distribution business wanted to branch out into real estate investment,” says Becht. “Due to the real estate venture being an entirely different line of business, it required a distinct accounting approach, as revenue would be generated from leases rather than product sales.”

    The strategy paid off, according to Becht. “Years later, the client now owns several LLCs structured to efficiently hold real estate assets and maximize favorable tax treatment.”


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    JARED SCOT, LIBN CONTRIBUTING WRITER

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  • 4 Ways Entrepreneurs Can Deal with Cash Flow Problems in 2023

    4 Ways Entrepreneurs Can Deal with Cash Flow Problems in 2023

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    Opinions expressed by Entrepreneur contributors are their own.

    Cash flow problems are an unfortunate — but all too common — reality for entrepreneurs and small to medium-sized businesses (SMBs). This is especially clear in times of uncertainty and rapid change. The Russo-Ukrainian War, for example, has been particularly hard on SMBs due to rising fuel costs, government sanctions and global supply chain disruption.

    Cash flow problems can have many causes, but the end result is always the same — a lack of available liquidity to cover daily operational costs, such as paying suppliers and meeting payroll obligations. Failing to meet these basic operational needs impacts a business’s ability to achieve or maintain profitability, which often leads to knock-on effects of its own.

    But it’s important to realize that cash flow problems are not inevitable. And when they do occur, they are not always insurmountable. That said, here are a few possible solutions for SMB owners when dealing with cashflow problems (or even avoiding them entirely).

    Related: The 5 Worst Cash-Flow Mistakes Small-Business Owners Make

    1. Simplify your billing & invoicing process

    According to a YouGov survey, 55% of U.S. SMBs are currently waiting on money that is tied up in late invoices. And the SMBs that are waiting have been waiting for a long time — 25% of U.S. SMBs are paid more than 20 days late on average.

    Making it easy and rewarding for your clients and customers to pay you quickly is one of the best ways to minimize cash flow problems. There is no silver bullet here — each business needs to find the solution that works best for them.

    One of the most effective methods is overhauling your payment system to make it simpler for clients and customers to make timely payments. This might mean adding one-click payment links to invoices or allowing alternative payment options (e.g. direct debits, installment payments or recurring payments).

    Another effective method involves updating your payment terms to include incentives for early payments and penalties for late payments. For example, you might offer a 2% discount on invoices paid within 5 days and charge 2% interest for each month an invoice payment is late.

    This two-pronged approach helps encourage customers and clients to prioritize timely payments that support healthy cash flow.

    2. Create a cash flow forecast

    A cash flow forecast is a document (usually running for a period of 12 months) that estimates monthly inflows and outflows. It’s an essential tool for any SMB since it allows you to identify potential cash flow problems before major issues arise, identify the best time for large purchases or investments and gauge the impact of changes in income or outgoings.

    Creating a cash flow forecast is relatively simple. You can start with a specialized accounting tool that has preloaded reports and features for cash flow management and forecasting. This automates the process and makes it much easier for businesses to stay on top of their cash flow.

    Alternatively, you can create a forecast manually in Excel or Google Sheets — all you need is a clear overview of your expected and actual income, expenditure, assets, and liabilities.

    Related: 6 Hacks for Getting Clients to Pay You Faster

    3. Build up cash reserves

    In personal finance, the concept of an emergency fund is relatively common knowledge. Building up a cash reserve for your business works in much the same way. By setting aside money in a separate, interest-bearing account, SMBs can ensure they always have access to the funds needed to cover costs and eliminate the need to strike off the business.

    The size of your emergency fund will depend on factors like the nature of your business and where it’s located. As a general guideline, it’s recommended to set aside around 2–6 months of essential operating costs.

    Building up a cash reserve can be difficult, but it’s worth persevering with. It’s one of the best ways to protect your business from shutting down and other serious problems related to poor cash flow management.

    4. Negotiate with creditors

    According to the most recent available data, 73% of U.S.-based SMBs are in debt — whether to banks, suppliers or creditors.

    When cash flow slows, it might be time to negotiate the terms of your existing contracts. This can be tricky, since SMBs may not have the same negotiating power as larger businesses. That said, some suppliers are more than happy to strike a deal — especially if you explain your situation honestly and show flexibility.

    You may be able to pay off debt with smaller (but more frequent) payments, negotiate reduced interest rates, barter goods, and services or negotiate payment terms for large orders.

    Similarly, if you’re expecting a bill but cannot pay it in full, you might be able to strike a deal with your creditor. For example, you could offer to pay part of the total now and then make regular payments until the debt is cleared. As always, communication and honesty are key!

    Cash flow management is a critical part of running an SMB — and it always pays to be proactive. By following the steps outlined above, you can take control of your cash flow and prevent strike-offs. Additionally, as with any important business process, it’s worth seeking professional advice or using specialized tools to help streamline the process. This can make it easier to keep track of cash flow, as well as spot potential problems before they become major issues for your business.

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    Pritom Das

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  • 4 Reasons Your Business Needs Cash Flow Forecasting

    4 Reasons Your Business Needs Cash Flow Forecasting

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    Opinions expressed by Entrepreneur contributors are their own.

    You might have heard that the biggest cause of business failures is cash flow issues, but to what extent is the severity of this widespread problem? To put things into perspective, more than 80% of business failures are due to a lack of cash, 20% of small businesses fail within a year, and half fail within five years.

    But it doesn’t have to be that way. In fact, many businesses can avoid cash flow problems with proper cash flow forecasting. Cashflow forecasting helps businesses predict when issues may arise and allows them to take action proactively to avoid cash flow gaps.

    That said, many businesses already operate at max bandwidth, and cash flow forecasting isn’t on business owners’ minds. It’s usually already too late when business owners are hit with a financial setback and realize they don’t have enough cash to cover it.

    Many business owners don’t realize that the scope of benefits that derives from good cash flow forecasting goes light years beyond helping the business plan its operation. If you are still thinking about why you should bother with it, here are a few reasons why you should do cash flow forecasting:

    Related: Often-Overlooked Ways Entrepreneurs Can Improve Cash Flow

    1. It helps businesses avoid cash flow gaps

    This is the most straightforward and important reason why cash flow forecasting is crucial.

    Here’s a scenario for you: John’s client promised the payment would be deposited by today, but there has been a mix-up, and the bank said John wouldn’t get the money until next week. John is expected to pay his vendors tomorrow, but without receiving the payment from his client, he doesn’t have enough money to pay. The cycle continues.

    This is the reason many businesses fail.

    A cash flow forecast helps businesses avoid this very situation. They can use a forecast to project best-case scenarios, worst-case scenarios and everything in between. They can then use that to make prudent decisions about how much money to spend, where to put it, and when to spend it.

    If they think there’s a chance cash may not come in the door, the business could decide to put off a big purchase. Or they could talk to vendors and get an extension on payables. Or they could offer customers a discount to pay their bills early. The forecast gives the business the knowledge they need to take action and avoid difficult cash flow situations.

    Related: 4 Tips for Managing Cash Flow in a Seasonal Business

    2. It helps secure loans

    Loans are an important part of running any business. Financing can help a business expand, improve its products and workflows, or cover operational costs in a crunch.

    However, obtaining financing is easier said than done, especially for businesses with little assets or no credit history. In this case, lenders look at profitability, expenses and cash flow.

    A strong cash flow forecast helps a business prove its creditworthiness to lenders. A business can use its cash flow forecast to show that it deserves a loan and is a good credit risk. Or, if your cash flow forecasting shows otherwise, maybe it’s a good time for you to assess internally and improve your cash flow position before going to a lender for a loan.

    3. It helps businesses make better decisions

    A cash flow forecast gives a business a glimpse into the future. It helps them view when cash is coming in and going out, so they can better plan for the future and make strategic decisions that align with their budgets.

    Let’s say a business is considering hiring additional staff or purchasing new equipment. A business might look into how much money they have right now, thinking they could cover the extra expense. But what if the business lost a major client a week from now? Or what if sales suddenly plummeted due to competition?

    These are the kind of things that your account balance can’t tell you and are the exact reasons businesses need cash flow forecasting. By understanding their future cash availability, businesses can make informed decisions about when and how to invest in their growth.

    Related: How to Inflation-Proof Your Small Business

    4. It helps businesses set measurable goals

    Leveraging cash flow forecasts can help businesses set measurable goals to improve cash flow tangibly and determine the path to better business outcomes.

    If a best-case scenario forecast says you can potentially grow your business revenue by 50% by improving your operation with a new equipment purchase, you now have a benchmark number.

    Or, if you plan on reducing expenses by 20% by cutting out parts of your business operation, cash flow forecasts can help you see the business and revenue impact of cutting out a project and if the financial cost reduction is in line with your decision. You can now set data-driven business goals, know what outcome to expect, and measure success.

    That’s two drastically different examples, but no matter what situation your business is in, cash flow forecasting can help a company set measurable goals.

    Forecasting for your business is easier than you think

    Here’s the thing about cash flow forecasting: It’s not new, but it used to be a challenging, labor-intensive, and time-consuming job that business owners would task their accountants with. The good news is that innovating technology makes cash flow forecasting easier than ever before. New tools now directly integrate with many cloud-accounting platforms that businesses use, making cash flow forecasting faster, more accurate, and sometimes even for free. Start looking for a solution that works with your accounting platform today, and see the wonders it can do for your business.

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    Nick Chandi

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  • A Small Business Owner’s Guide to Managing Funds and Investments

    A Small Business Owner’s Guide to Managing Funds and Investments

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    Opinions expressed by Entrepreneur contributors are their own.

    As a small business owner grows over the years, one aspect of finance that they often overlook is that of the ability to use investments as a means of growing revenue, increasing net worth and building the overall financial security of their business. The majority of small business owners don’t even think about this course of action because they don’t know about it, because they don’t think that they can qualify for it, or because they are unfamiliar with how it all works.

    As of this writing, Q4 2022, rates are moving upward, which makes a larger purchase more expensive for a small business, and it also increases the cost of carrying balances on things like credit cards or other lines of credit. However, savings accounts and CDs will do better — but all of this could change and most likely will. So, the question becomes, how do you take advantage of this style of opportunity? And did you know that your bank, just like Key Bank’s liquidity management solutions, is designed to help you efficiently manage your short-term or long-term cash balances?

    When a small business owner is newer to this type of funds management method, going basic, short-term, is a great way to start. Maybe once there is a comfort level, you can look at more long-term aspects.

    Related: The 5 Worst Cash-Flow Mistakes Small-Business Owners Make

    1. Short-term

    Short-term is just what it sounds like, but what that translates to (for normal people) is a year or less. This can be very beneficial for many small businesses as having funds tied up for a period longer than a year can often cause a negative impact on the annual fiscal operations of a business.

    Short-term cash balances can be managed in three ways:

    • Operational cash: cash needed for day-to-day operations. These funds are generally held in a checking account or in investments that are very liquid and provide immediate access.

    • Reserve cash: typically serves as a cushion for unforeseen events. The investment strategy for this is fairly conservative, and the funds are usually held in a savings account.

    • Strategic cash: reserved for a particular purpose and period of time and is held in time deposits or liquid vehicles to achieve a higher yield. Our Relationship Managers work with you to determine the best combination of accounts to achieve your liquidity and investment goals.

    Related: 5 Cash Management Tactics Small Businesses Use to Become Bigger Businesses

    2. Long-term

    Long-term investments are just what they sound like — longer than short-term. What that translates to is over one year. But truthfully, much of what makes investments short- or long-term is how they are used on your balance sheet and also when the investments are sold.

    A common form of long-term investing occurs when company A invests largely in company B and gains significant influence over company B without having a majority of the voting shares. In this case, the purchase price would be shown as a long-term investment. However, that might not be up your alley as a small business owner. So, be sure to talk to your advisor to see if any of that makes sense for you now or in the future.

    Here some examples of long-term investments for a small business:

    • Income stock strategy: a long-term strategy that includes a range of distribution choices intended at identifying well-known entities that provide above-average distributions without big risk of default, such as large-cap and blue-chip stocks

    • Growth stock strategy: aims to maximize the appreciation of all the stocks in the portfolio over a period of time, such as 10 years or thereabouts

    • Balanced investment strategy: intended at uniting investments in a portfolio so that the risks and rewards can balance one another out. Usually, the stocks and bonds are of equal percentages of the holding for this type of portfolio. This can be a good strategy for a small business owner with a medium-risk appetite.

    • Real estate: a great way to add assets to the long-term growth strategy of a business as it will increase in value over time making a larger profit when the owner sells the business.

    Pro-tip: Small business owners usually never consider either long- or short-term investment management for their businesses. In fact, they never even open a basic Roth or Traditional IRA because they think “I’ll sell my business for millions!” Yeah, well, it usually never happens like that. So, get with your financial advisor soon, and see what steps make sense for your business to take to grow for both the short- and the long-term.

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    John Kyle

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  • 5 Things to Do Now to Propel Your Business in 2023

    5 Things to Do Now to Propel Your Business in 2023

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    Opinions expressed by Entrepreneur contributors are their own.

    Entrepreneurship is a daily leap of faith. In times of economic uncertainty, that leap may feel like a dive off a cliff. We are in one of those times. It likely will take months to fully re-adjust to the forces that have pummeled the world’s economy, and to entrepreneurs, months can feel like years.

    With the right playbook, entrepreneurs can survive and thrive in whatever economic scenario. Here are five things you can do to propel your business ahead now and through the difficulties of business cycles for years to come.

    1. Learn the lessons of more challenging times

    A rocky economy presents a unique opportunity to make tough decisions about the business plan. Everything is open to reexamination. How has the market changed? Are your customers facing challenges that create new opportunities for your solutions? How do new conditions change your assumptions, and what actions do you need to take in response?

    Critically evaluate your product roadmap. Is this the time to pivot or become more aggressive with your current plans? Prioritize the highest margin features that are achievable in the next twelve months. Push out projects that don’t make that list, and re-assign resources accordingly. Re-assess pricing. Even as inflation tiptoes back from the highest levels in forty years, raw material and transportation costs remain way up. What will impact your customers if you adjust the pricing or add surcharges to offset these costs, at least temporarily?

    It’s been a rough year for hiring. Many companies took the talent they could get. If there are employees or gig workers who would fare better in a different job, now is the time to let them go. Make tough-minded corrections that will pay off overall — corrections that might be avoidable in less challenging times.

    Related: How to Turn Inflation and Recession into Your Largest Business Opportunity

    2. Tighten your grip on cash

    Venture capitalists are pulling back. In the third quarter, Crunchbase reported that funding for startups in U.S. and Canada fell 50% year-over-year. Valuations are down across the board. If you are fortunate enough to be a later-stage startup that benefited from VC largess in 2021, make your last raise last longer than intended.

    Keep your dry powder dry, and put off going for another round until the markets even out. Reemphasize the basics for early-stage companies with less market validation and greater distance between now and a potential exit. Delay all capital expenditures. Leverage the hybrid work model if possible, to reduce rent and other office expenses. Continue with Zoom or Google Meet. Now is not the time to rack up travel costs. Re-negotiate fees and terms with service providers. Seek credit terms with key suppliers, in a word, bootstrap.

    3. Talk to customers, in person. Now.

    How have the business needs of your customers — whether paying or beta — changed over the last 18 months? Are there benefits to your solution that have more recognized value now? Nearly every business, for example, from corporates to startups, has been forced to re-learn the lessons of supply chain management. Startups that can help their customers make better business decisions based on artificial intelligence (AI), reduce costs by improving inventory management or protect against out-of-stock scenarios by identifying and building relationships with new, more local sources of supply will have an edge.

    Related: Finding Validation in Serving Customers

    4. Non-dilutive capital

    According to PitchBook, venture capitalists are showing greater interest in portfolio companies “whose satellite, robotics and software tools can do double duty” in military and commercial markets. International conflicts are one reason, of course.

    Another is that the defense and military security industries are generally viewed as recession-proof. Our firm routinely encourages portfolio companies to consider non-dilutive funding from the Small Business Administration — grants to support cutting-edge technologies range from $150,000 to more than $1 million.

    Navigating the application process isn’t for the faint of heart. A startup must be realistic about the work involved, but in many states, there are resources to help. Besides the funding, severe responses to agency requests for proposals are reviewed and evaluated by technologists. At a minimum, this can be terrific feedback and a great source of industry contacts.

    5. Blue-chip cultures attract blue-chip talent

    Company culture can be an asset or a liability. An inclusive, rich culture helps key hires say yes. Finding stakeholders that believe what you believe and are aligned with your team’s values significantly improves the odds that they will stick with you in good times or bad.

    After months of “great resignation” fever, the over-heated demand for talent may be cooling off. Maybe offers aren’t as fast or grand as they were a year ago. Maybe Twitter won’t be the only advanced technology business to let people go. Regardless, the search for great talent isn’t a faucet that a young company turns off and on. A startup might modulate the timing or the number of hires but stand at the ready to recruit and filter for culture fit.

    Related: 3 Ways to Stay Competitive in the War for Talent

    With the right mindset and intentional approach, an entrepreneur can make 2023 a year to strive and thrive. As Yogi Berra, my favorite baseball player of all time, said, “Swing at the strikes.” In business, like baseball, the right swing can turn even the most challenging pitch into a hit.

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    Tom Walker

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  • Should You Prioritize Growth or Profitability in a Recession? The Answer May Surprise You.

    Should You Prioritize Growth or Profitability in a Recession? The Answer May Surprise You.

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    Opinions expressed by Entrepreneur contributors are their own.

    This year has seen economic slowdown, and war combine into a cocktail that’s now fueling fears of a across business sectors, driving uncertainty in everyone from to investors to employees. Such uncertainty is forcing business leaders to reprioritize and scale back their once-ambitious growth plans. And now, as go up and valuations go down, more and more businesses are returning to prioritize what was once the only way to ensure a business’s success — positive free .

    All of this is a very strong reminder for all businesses, but particularly startups and , that it’s vital to build a company to make money — in both good times and bad. Prioritizing free cash flow is the only way to manage against forces outside of your direct control.

    Related: Never Worry About Cash Flow Again by Using These 5 Strategies

    Positive free cash flow isn’t a luxury

    Many entrepreneurs, especially as they start their businesses, begin at a deficit. While this is expected (“You’ve got to spend money to make money,” as the saying goes), too many businesses, especially in the last decade or so, have spent too long in the unprofitable growth stage. Many notable companies in tech are now faced with hard decisions with real consequential and disruptive effects, including dramatically curtailing investments and layoffs.

    This recent and too-common strategy of sacrificing profitability for growth’s sake can and has worked for some companies. Private and public capital markets faced with a low-interest rate environment have been heavily anchored on the high growth segments of the to deploy their capital. This capital glut has distorted long-term value drivers of business, i.e., the relationship between revenue growth rate and free cash flow margins. Given the valuation rewards, too many have solely built their businesses for high growth at all costs.

    For most companies, prioritizing profitability and free cash flow should be seen as the norm. Many business leaders might be surprised that doing so doesn’t materially impact revenue growth.

    Speaking frankly, if you’re running a $100+ million organization that is just burning cash, it is a hobby. That doesn’t mean leaders shouldn’t invest in the business, it’s simply a question of prioritizing with the goal of also generating positive free cash flow.

    Businesses are meant to turn a profit. While Wall Street has recently been exceptionally forgiving to growing but unprofitable companies, this historically has not been the case. With extremely low interest rates since the financial crisis of 2007-08, there have been little to no penalties for taking risks on fast-growing but heavily cash-burning companies. The phrase TINA — there is no alternative — came about as a result of the extremely low interest rates providing a significant incentive for investors to chase growth without considering risk, as they had few opportunities to realize returns with lower risk. With interest rates normalizing, however, there are very real investment alternatives to high growth, and valuations for growth are down substantially as a result.

    Now that we’re trending towards a “normal” economy as interest rates return to something approaching long-term historical levels, it’s time for business leaders to return to managing their business operations for these “normal” times. Capital access is going to be tougher now, and investors will demand more balance between growth and free cash flow after the initial phases of product-market fit are established.

    Related: How to Maintain Profitability in a Changing Market

    Prioritizing what’s important

    For owners and startup founders who have been less concerned with generating free cash flow and are looking to bolster their balance sheet, there are a few things you can and should do immediately.

    First, you must determine the math that will allow you to control your burn. You and your team need to find a realistic revenue trajectory and break-even point. Without realistic expectations for your near and long-term revenue and fixed expenses, you and your team can never plan for responsible, realistic and profitable growth.

    Once you have your revenue and break-even point, you should be able to figure out what you can plan to spend. Armed with that spend number, it’s time for leadership at all levels to take a look at how their activities connect to revenue. This is where you need complete buy-in from your team and likely a significant change in mindset.

    People get sloppy in good times, which we’ve all been fortunate to enjoy for the last decade. There’s more room for experimentation when horizons are far out, but now as horizons shorten, pies shrink and forecasting becomes less sunny, business leaders must get ruthless about prioritizing projects that are driving revenue — everything else must be seen as a luxury. Projects outside revenue drivers will likely need to either operate off a slimmed-down budget and with more creativity or put on the shelf until sunnier days come.

    Being honest is going to be important here. Be honest with yourself as the business leader about your growth and spending trajectories, with your team about what can and will be prioritized and with investors about what you’re doing to generate cash flow. Setting these expectations will be key to keeping your employees motivated and engaged during what can be a stressful time.

    Related: Positive Cash Flow and Smart Financing Solutions

    Focus on productivity

    As I’ve seen various economic cycles come and go, there are always two terms that seem to come back with a vengeance at every downturn — efficiency and productivity. While there is nothing wrong with having an efficient operation, it seems to me that many companies and leaders only prioritize efficiency when times get tough.

    Instead, I wish leaders focused more on productivity. For many, it will be a return to early startup days when teams were lean and scrappy. It’s incredible what teams can do when focused on making the highest impact on the highest priority work. Get your teams focused and aligned on the right things, and cut out the low-priority items. You’ll be amazed at what can be accomplished.

    There is nothing wrong with making operations more efficient, but this can’t and shouldn’t be a short-term fix that goes out the window the second things look brighter, and neither should a focus on productivity. If and when we climb out of inflationary and recessionary periods, and your team goes right back to prioritizing growth over cash flow, you will likely find yourself in a similar situation the next time the markets begin to dip.

    Related: Why Founders Should Focus on Productivity Instead of Efficiency

    It is easier to burn cash than to generate positive free cash flow. That is to say, it’s easier to defer hard decisions instead of making them now. If the last few years have taught us anything, it’s that the future is unpredictable, and businesses — especially SMBs and startups — would be wise to shore up a safety net built on a foundation of profitability. Be realistic with your revenue and spending expectations, and prioritize projects that represent the best opportunities to drive growth and efficiency. This will enable long-term sustainability in good and bad times.

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    Yancey Spruill

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  • 3 Essential Steps for Startups to Keep Enough Cash in the Bank

    3 Essential Steps for Startups to Keep Enough Cash in the Bank

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    Opinions expressed by Entrepreneur contributors are their own.

    Until your startup is profitable and generating positive cash flow, there is one fundamental question you should be able to answer at any time: How much runway do you have left? Many founders think this question refers to when their cash balance hits zero. Unfortunately, you’ll be in trouble well before then.

    As your cash balance approaches the danger zone, your auditors may issue a “going concern” memo. Your bank might get nervous, restricting access to critical facilities. Key vendors will become worried when you start stretching out payments, tightening credit terms or even requiring cash up front before they ship that next order.

    You need to know the point at which your cash balance gets so low that you risk losing control of your company. Here are three essential steps to ensure you always have enough cash in the bank:

    Related: 10 Expert Tips on Managing Cash Flow as a New Business

    1. Calculate how many months of cash you have

    From the early days of , insisted on having at least enough cash in the bank to keep the company alive for 12 months if revenue dropped to zero. Gates understood that cash equals control, and he never wanted to find himself in a position where he NEEDED money from someone else to ensure the company’s survival.

    When considering how much of a cash balance you need to maintain, use your forward-looking monthly forecast for operating expenses, purchases and capital expenditures. Don’t rely on historical spending patterns. Most startups are on a growth trajectory that regularly ramps costs and investments, which means your forward-looking targets will be higher.

    2. Review these two simple ratios each month

    Just looking at your cash balance as an indication of financial health ignores the state of the rest of your balance sheet. Most importantly, how do your current assets compare to your current liabilities, defined as liabilities that must be settled in the next 12 months? Two simple ratios should be a consistent part of your monthly reporting: the quick and current ratios.

    The quick ratio measures your company’s ability to cover current liabilities with your most liquid assets, such as cash, marketable securities and net accounts receivable (“quick assets”). The formula for the quick ratio is: Quick Assets / Current Liabilities.

    The current ratio, a less conservative measure, compares all of your current assets, including inventory and prepaid expenses, to your current liabilities. The formula for the current ratio is: Current Assets / Current Liabilities.

    These ratios help uncover hidden problems that a seemingly healthy cash balance might mask. For example, when your business starts to miss sales targets, you will likely begin to stretch out payments to vendors to maintain your target cash balance. The current and quick ratios can let you know when those deferred payments are creating a risk level in current liabilities that could soon get out of hand.

    The target for these ratios will vary from company to company. Big red warning lights should flash if you have a ratio under 1.0. Your might want you to maintain a certain ratio to avoid triggering a fundraise or sale process. There might be industry averages that you can use to benchmark your company against peers.

    Assuming you have debt facilities in place, your bank might also have a point of view — which leads us to the third step.

    Related: Long-Term Success Starts With Managing Your Startup’s Runway

    3. Keep an eye on your bank covenants and “Events of Default”

    Another reason that simply relying on your monthly cash balance is a mistake is that you likely have debt facilities that you’ve used to strengthen your cash position. Triggering a default with your lenders can leave your company in a precarious position.

    First, be aware of your financial bank covenants. Often these covenants include a quick or current ratio target that you must maintain throughout the term of the loan. This is the bank’s way of ensuring you have enough liquidity to stay current on payments and eventually pay off your debt.

    Also, be aware that insolvency can trigger a default condition, which allows your bank to call your debt and demand full repayment. This provision is usually tucked away deep in your loan agreement, under the section called “Events of Default.” Insolvency is a technical term meaning that your total liabilities exceed your total assets. You can have cash in the bank, make your debt payments on time and still be technically insolvent.

    Maintaining adequate cash and liquidity levels is the key to always staying in control of your company’s prospects. With so much to think about as a founder, it’s easy to get lost in the weeds of weekly reporting and performance metrics. When all is said and done, spend a little extra time each month taking these steps to reassess your company’s financial health, and you’ll avoid nasty surprises that suddenly narrow your future options.

    Related: 5 Ways to Keep Your Business Finances Healthy

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    Eric Ashman

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