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A production manager in Lonsdale has found an established packaging business for sale. He’s worked in manufacturing and production for: 17 years. For the past eight years, he’s managed: employees, production schedules, suppliers, quality control, equipment, and major customer orders. The business he’s considering has been operating for: 14 years. The agreed purchase price is:

A sales manager in Salisbury has found an established metal fabrication business for sale. Purchase price: $640,000. The business has: 12 employees, established commercial customers, a workshop lease, fabrication equipment, vehicles, and more than a decade of trading history. The buyer has: $230,000 available towards the acquisition. He also owns: residential property. On paper, he

A cabinetmaking and commercial joinery business in Kingston has found the machine it wants. A: CNC nesting machine. Purchase price: $96,000. The business has been operating for: 11 years. It has employees. Regular work. Money coming through the business bank account. Current jobs include: commercial joinery, kitchens, built-in cabinetry, and fit-out work across Greater Hobart.

The tractor isn’t sitting in a dealership. It’s sitting on another farmer’s property. The seller wants: $145,000. You’ve inspected it. The hours look reasonable. The service history is available. You’ve agreed on the price. Now there’s one problem. You need finance. And the seller says: “I’ve never sold machinery to someone using finance before. How

You’ve been driving trucks for years. You know the work. You know what a bad truck sounds like before the warning light appears. You know what it’s like to start before daylight, wait at a depot longer than expected, lose time loading and still have a delivery window to meet. But you’ve always driven somebody

You’ve done the work. You’ve issued the invoices. Customers owe the business $750,000. But there’s only $42,000 sitting in the bank. Payroll is coming. Suppliers need paying. Fuel accounts are due. There’s another large job ready to start. And one of your biggest customers isn’t paying for another three weeks. This is the point where

Your aged debtor report says: $1,000,000 outstanding. That’s substantial. The business is constantly short of cash. Customers take weeks to pay. On the surface, debtor finance sounds obvious. Finance the invoices. Release working capital. Problem solved. Except sometimes it isn’t. A large debtor ledger doesn’t automatically mean debtor or invoice finance is the right solution.

Your customers owe the business $900,000. They’re good customers. Most of them pay. But they don’t pay today. They pay in 30, 45 or 60 days. Meanwhile, you’ve got wages on Thursday. Suppliers at the end of the month. Fuel accounts. Rent. Equipment repayments. And another large order sitting there waiting to be accepted. Someone

You’ve completed the work. The customer is happy. The invoice has been raised. It’s for $85,000. There’s only one problem. The customer doesn’t pay for another 30, 45 or perhaps 60 days. Meanwhile, your business has another week to fund. Wages are due. Suppliers need paying. The trucks need diesel. Another order needs to be

You’ve done the numbers. The business is profitable. Customers are paying. The debtor ledger is reasonably healthy. But there’s a recurring gap between paying for the work and receiving the money. So you need working capital. The next question is usually: “What’s the best business loan?” I would ask a different question. What is the