£5m brand → 13 weeks of cash visibility
A £5m brand that had outgrown week-by-week cash management
Before: Revenue had grown to £5m with a full team of employees hired to match, but cash was still being managed one week at a time. No visibility beyond what was already in the bank, so every decision was reactive.
After: We built a rolling 13-week cash forecast that turned reaction into planning. Manufacturer orders now get placed more tactically, HMRC payment plans are timed to match when cash actually lands, and a quiet creep in marketing and events spend got spotted and reined in before it became a habit.
Launch blocked → funding structured around the supplier
A beauty brand caught between wanting to grow and needing to fund it
Before: A new product range launch was ready to go, but stalled by a lack of funding for the initial order. Every option on the table meant taking on debt that didn't fit the business.
After: We proposed a funding structure built around an existing supplier relationship that broke the deadlock: a fair return for the funder, below commercial loan rates, with repayments tied to actual sales rather than a fixed schedule, so growth wouldn't quietly build into a future debt problem.
4 commercial loans → £0
A brand where every pound reinvested felt like it vanished into debt
Before: Four commercial loans at high rates, a large HMRC balance sitting alongside them, and a founder who felt every pound put back into the business just went to pay down debt.
After: We mapped a 24-month plan to clear the loans, then focus growth on the most profitable revenue streams. All four loans are now repaid, and the founder has real visibility on where her investment goes, rather than feeling like it vanishes into a black hole.
One-off loan → flexible revolving facility
A brand that built the product, but almost ran out of cash to sell it
Before: Years were spent developing this client's industry-changing product. A few months after it finally went on sale, the business was dangerously close to running out of cash. Sales were growing, but not quickly enough to afford a new order of inventory.
After: We helped source a flexible revolving credit facility that replaced the need for an expensive, one-off loan, and the financial forecasting behind it secured a shareholder loan as an emergency backup. The business now acts from a position of strength, investing in growth instead of fighting to save every penny.
