Start with your situation
List near-term payroll, supplier commitments, and current tax needs alongside expected receipts. Test a slower collection period before using a strong sales month to support a repayment proposal.
Cash in the bank is not the same as available cash
A business account can include money needed for payroll, suppliers, current taxes, or customer obligations. A repayment decision based only on the bank balance can therefore be misleading. Review actual receipts and commitments over time. A short cash forecast is a planning aid; it does not replace the financial information an agency may require.
Build a rolling weekly view
List expected receipts by realistic collection date, necessary operating costs, current tax payments, and any proposed old-debt payment. Mark uncertain receipts clearly and test a delayed-payment scenario. Compare the forecast with actual bank activity each week. Bring the assumptions to a consultation so a repayment proposal can be discussed with its effect on continued operations in view.
- List committed expenses
- Date receipts realistically
- Test a slower collection month
Questions to consider
Does a profitable month guarantee a sustainable payment?
No. Timing, necessary commitments, and future tax needs can make cash flow different from reported profit.
Official resources
This guide provides general information. It does not assess your eligibility, establish representation or guarantee an outcome. Check current agency guidance and get advice based on your own facts.