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When businesses find themselves on COD (Cash on Delivery) terms with suppliers, requiring immediate payment plus additional fees, it’s a significant red flag. Another critical indicator is falling behind on trust fund taxes, including meals, sales, and withholding taxes. While these funds are meant to be held in trust for the government, they often become an easy source of temporary cash flow. Additionally, declining sales coupled with using creative financial methods to mask problems, such as improper use of money orders or mixing different funding sources, are serious warning signs.
One effective strategy is employee leasing. This arrangement involves leasing employees through a company that handles payroll and taxes, eliminating the risk of mismanaging trust fund taxes. The business receives a monthly bill covering both wages and taxes, simplifying financial management and reducing the risk of tax-related complications.
An assignment for the benefit of creditors can be a less intrusive option than Chapter 7 bankruptcy, particularly in states like Massachusetts. This process allows for asset liquidation without the complexities of bankruptcy court proceedings, avoiding 341 meetings and detailed trustee oversight. The assignee can liquidate assets through private sales, public auctions, or abandonment, offering more flexibility than traditional bankruptcy proceedings.
Approximately 90% of Chapter 11 cases are unsuccessful, often due to the high costs involved and the challenge of generating sufficient revenue to fund both ongoing operations and debt repayment. Post-COVID, many businesses struggle with changed consumer habits and accumulated debt from government assistance programs, making traditional restructuring increasingly difficult.
In closely-held corporations, stakeholder communication is often straightforward as key decision-makers are typically directly involved. However, engaging with unsecured creditors can be challenging, as many remain unresponsive to communications and planning efforts, making it difficult to negotiate effectively.
While financial projections are standard practice, their practical value can be limited. Real business performance often deviates significantly from projections, making actual operational results more reliable indicators of business viability than theoretical analyses.
Success in restructuring depends primarily on the business’s ability to generate sufficient revenue to cover ongoing expenses, secure debt, and fund the restructuring plan. Sometimes, starting fresh may be more practical than attempting to save a failing business, particularly when considering the investment of additional personal resources.