We came in with three months of overdue supplier accounts and no shared view of next week’s cash. The plan forced us to rank payments and stop two low-margin jobs. It was slower than I wanted at the start — gathering the bank files took longer than expected — but the written 90-day sequence finally gave my brother and me the same map.
Client stories
What owners say after the cash calendar and the hard ranking.
These notes come from owner-managed companies that used our recovery consultations. Names are shortened where owners asked for discretion; the work described is specific to each engagement.
The cash calendar showed we were paying a marketing retainer before kitchen wages cleared. That single reordering bought us four quieter weeks while we renegotiated with our landlord.
I had been avoiding calls. Cedar Core helped me draft a position for our two largest tyre and fuel suppliers. One accepted a staged catch-up; the other needed a follow-up visit. Not every conversation went my way, but I stopped guessing what to say.
After the acute phase we used the post-recovery operating plan to set a monthly owner review. It is less dramatic than the first engagement, and that is exactly why it helps.
A fabrication firm with twelve staff faced a sudden drop in civil contracts and rising steel costs. Over eight weeks we mapped cash, paused two speculative tenders, and prepared creditor positions for the landlord and primary steel supplier. The owner kept the core crew, deferred a vehicle replacement, and returned to a thinner but stable order book within a quarter. The mild reservation from the owner: the early workshops demanded more personal financial disclosure than felt comfortable — and that honesty was what made the plan usable.
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