Turn a rescue into funded, lasting growth The most dangerous moment in a business recovery is not the crisis. It is the month after the crisis ends. The plan is working. Cash is flowing. The pressure has eased. The owner, exhausted and relieved, wants nothing more than to get back to running the business the...
Release cash from stock and debtors, without borrowing a dollar “We’ve never been busier, and we’ve never been shorter of cash.” It is the sentence we hear more than any other from Caribbean business owners in trouble, and it sounds like a contradiction. It is not. It is arithmetic. A business that pays its suppliers...
Device downtime is a business continuity risk, not an IT inconvenience. Here is how Caribbean organisations can design it out of the way their people work. Rethinking how Caribbean organisations equip their people — a three-part series from Dawgen Global. Three failures, one lesson It is a Saturday night in February at a resort on...
Owners expect a transition to be a technology event. It is not. The first day is about custody, authority and cut-off — and the handovers that fail almost never fail at the ledger. IN SHORT Day one establishes three things and nothing else matters until they exist: who may approve what, from what date the...
The only forward-looking information most businesses own is sitting in the sales pipeline, while the cash forecast is built from the receivables ledger — a record of decisions already taken. The future is in one room and the forecast is in another. IN SHORT A pipeline answers how much. A cash forecast needs to know...
When the ledger, the payroll and the pipeline are three systems, nobody can say who approved what without asking a person. Integration is not about saving keystrokes. It is about making authority a setting instead of a habit. IN SHORT An integrated business platform holds finance, people and operations in one data set under one...
The first objection to long-dated interest-only capital is that nobody ever repays it. The answer is a reserve, a glidepath and an election made two years early — and the arithmetic is less comfortable than the concept. The Endurance Capital Series, Part Seven · The Dawgen Endurance Capital Framework™ Every conversation about long-dated...
A leverage covenant can be breached without borrowing a dollar. It breaches because earnings fell — and then it accelerates the obligation at the precise moment the company cannot meet it. The Endurance Capital Series, Part Six · The Dawgen Endurance Capital Framework™ A company has a difficult year. Revenue holds but margin...
Most owner-managed companies are under-financed by their own accounting. The remuneration policy that saves tax also makes the business look smaller than it is — and lenders price what they can see. The Endurance Capital Series, Part Five · The Dawgen Endurance Capital Framework™ An owner is told that his company can raise three...
A company with two billion dollars of assets can discover it has seven hundred million of security. The gap is not an accounting error. It is five questions nobody asked. The Endurance Capital Series, Part Four · The Dawgen Endurance Capital Framework™ An owner sits down to list what his company owns, because he...
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