Turning Panic into Progress: Supporting a Business Owner Through a Cash Flow Crisis
- tamzinweller
- May 12
- 3 min read
Recently, I met with a business owner facing a very real and pressing concern—future cash flow. The stress was visible. Bills were mounting, the business had recorded four consecutive months of losses, and the bank had scheduled its first annual review since the business was purchased. The owner was in a state of high anxiety, fearing the worst: that the bank might pull its support.
As a consultant, the first thing I needed to do wasn’t to jump into the numbers—but to create a sense of calm. When people are panicked, their ability to process information and make decisions becomes impaired. Before we could develop a plan, we had to slow everything down.
Step 1: Calm the Chaos
I focused first on helping the client understand that what he was going through—while deeply uncomfortable—was not uncommon. Business operates in cycles, and downturns are part of the journey, especially for first-time business owners. The fear of failure can be overwhelming, but it’s not insurmountable.
What he needed most was reassurance: that he wasn't alone, that this situation was manageable, and that he had someone in his corner who had seen this before and could help him navigate through it.
Step 2: Prepare for the Bank Meeting
Next, we shifted focus to the upcoming bank review. Understandably, the client was worried this would be a nail in the coffin—believing the bank might pull funding. I reminded him that banks don’t want businesses to fail. They have a vested interest in seeing their clients succeed. But they do need confidence.
Here’s the approach we worked through for the bank meeting:
How did we get here? Be honest and transparent about the past months.
Own it. Avoid excuses. Take responsibility.
What is the plan moving forward? Present clear, actionable steps.
Demonstrate commitment. Show you are fully invested in turning the business around and that the market opportunity remains viable.
By preparing with clarity and confidence, we transformed the upcoming review from a feared interrogation into a collaborative conversation.
Step 3: Build and Deliver the Plan
With the immediate anxiety addressed and the bank meeting strategy in place, it was time to take action.
We identified two key opportunities to improve short-term cash flow:
Excess Inventory: The business had overstocked items that could be discounted and sold quickly without hurting the brand or long-term sales.
Lack of Marketing Activity: Until now, minimal marketing efforts meant minimal customer traffic. We began work on a cost-effective marketing strategy to drive foot traffic, increase turnover, and stabilize cash flow.
This plan wasn’t just about finances—it was about giving the owner something solid to hold onto, something that turned fear into action. I made it clear that I wasn’t just handing over a report. I would walk hand-in-hand with him through the process of implementing the plan.
Final Thoughts
When business gets tough, it's easy to feel isolated, ashamed, or paralysed by fear. But with the right support and a clear plan, even the most daunting situations can be turned around. The bank is not the enemy. Cash flow issues are not the end. And panic doesn’t have to be the default.
What matters is how you respond. With calm, clarity, and commitment, you can regain control—and get your business back on track.
Need to regain control of your business?
Book a Free Consultation with Tamzin Weller Today
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