Most businesses don’t run into trouble because they’re unviable.
They run into trouble because timing, cashflow, and capital structure fall out of alignment.
Common pressure points include:
BAS / GST obligations landing before receivables clear
Rapid growth creating working capital gaps
Supplier terms tightening while customers pay slowly
Seasonal revenue volatility
One-off shocks absorbing operating liquidity
The issue isn’t access to capital — it’s how and when it’s deployed.
It’s about:
stabilising cashflow
buying time where it’s strategically useful
protecting operations and decision-making
avoiding escalation into ATO, supplier, or credit stress
Used well, short-term capital can restore control.
Used poorly, it compounds pressure.
That’s where strategy matters.
Facility type (cashflow, property-backed, hybrid)
Term length and repayment profile
Speed vs cost trade-offs
Security position (unsecured vs property-backed)
Integration with existing debt
Weekly / monthly cashflow impact on business
True cost over the facility life
Ability to refinance or exit later
Interaction with ATO arrangements
Impact on future bankability
Depending on cashflow strength, security, and urgency, funding may be assessed across:
specialist cashflow and non-bank lenders
property-backed business facilities
traditional banks (where cashflow and structure support it)
Each option carries very different implications around cost, flexibility, and future leverage.
The decision is not “what can be approved fastest” —
it’s what solves the problem without creating the next one.
If you want clarity around structure, timing, and implications — before making a decision under pressure — start with a structured review.
