Cashflow Finance

Winning another contract or a larger run of agricultural work can be exactly what a business has been chasing. Then the first payroll arrives. The fuel account grows. Another subcontractor needs paying. Machinery is running longer hours. And the customer has not paid the first invoice yet. Around Gunnedah and the Liverpool Plains, agriculture includes

A farming or agricultural business can own hundreds of thousands of dollars in machinery and still be short of cash. The tractor is paid out. The loader is owned outright. There may be other equipment sitting on the balance sheet with no finance against it. But the business account still has to cover wages, feed,

Winning more work should be good news. But for an agricultural contractor, freight business or farm service provider, growth can create a cashflow problem before it creates extra cash in the bank. Around Scottsdale and the wider Dorset region, agriculture includes livestock, dairy, grain and cropping businesses. Dorset Council identifies agriculture as a major part

Some agricultural businesses know almost exactly when cashflow will tighten. Inputs have already been purchased. Fuel use rises. Contractors and wages need paying. Supplier accounts fall due. Then, later in the cycle, grain income starts arriving and the pressure eases. Around Tumby Bay and the Lower Eyre Peninsula, where wheat, barley, canola and other grain

Nothing is really wrong with the business. That is what makes this sort of week so frustrating. There is money due in. Customers have been invoiced. Work is booked. Nobody is talking about losing a major account. But the dates do not line up. A Bunbury WA business could have a week that looks something

This is the sort of question that catches business owners off guard. “We’re busier than we were six months ago. Sales are up. We’ve got work booked. So why does the bank account feel tighter?” It can happen when a business is struggling. It can also happen when a business is growing. For a Rockingham

A bigger customer comes along. The order is good. The work is regular. The margin looks worthwhile. Then procurement sends through the terms. 60 days. Your staff are not waiting 60 days. Your subcontractors are not waiting 60 days. The fuel card still gets paid. Suppliers may want seven, 14 or 30 days. If you

A new contract starts on 12 January. Good customer. Good revenue. Twelve months of work. Exactly the sort of contract a growing business wants to win. There is just one problem. The first customer invoice may not be paid until February. The costs can start months earlier. For a Brisbane QLD contractor, transport operator, maintenance

Imagine the December numbers look excellent. Sales are up. Appointments are full. Customers have paid deposits. The team has been busy. A few larger commercial jobs have been invoiced. Then the first two weeks of January arrive and the bank account is tighter than expected. For a business in Casey ACT, that does not necessarily

“We need it finished before Christmas.” That sentence can completely change the cashflow on an otherwise straightforward job. The customer still wants the same project. The agreed value may still be attractive. The margin may still work. But instead of delivering the work over eight weeks, a Sydney NSW business is suddenly being asked to