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Overtrading: why a profitable business can have no money in the bank
Ciaran O'Donnell illustrates "profitably overtrading" with a business making profits and still short of cash, because £400,000 of its work had not even been invoiced.
The profit and loss looks healthy, but the money is stuck: work not yet invoiced, invoices not yet paid. The balance sheet shows it; the profit and loss does not. His fix is to review the balance sheet monthly and get invoices out and paid.
In this Beach Talk, Ciaran O'Donnell tells the story of a client that was doing well by every profit measure and still had a problem it could not see. His name for it is profitably overtrading: two words, he says, you do not want to hear.
An example of overtrading
When Ciaran starts working with a chief executive, he pushes them to understand the profit and loss first: where the business makes money, where it does not, and what needs to change. But he warns that you cannot leave the balance sheet behind.
The client in the video had a profit and loss that looked good: profitable every month and heading for its best year yet. The owners were not looking at the balance sheet. Scroll down it, even in a quick conversation, and there was £400,000 of accrued income: work done that had not even been invoiced.
In a normal world you do the work, raise the invoice, the customer pays and the money lands in your bank. With deliverables and long-term contracts, you may not yet have reached the point where you can invoice. That is how a business can post a strong profit with no money in the bank. Ciaran found the explanation by reviewing the accrued income on the balance sheet.
How to stop overtrading
Ciaran's steps are practical, in order:
- Review the balance sheet every month. If you do not, you never get under the skin of what is going on or who is accounting for it.
- Get the invoice out. The first job is to raise it as quickly as you can.
- Get the invoice paid. The second job is to turn it into cash in your bank.
- Manage your deliverables and your customers. How work is delivered and accepted decides when you can invoice, so manage both.
- Keep the books squeaky clean, all the time. A customer can pull a contract or not renew, or you can lose a key member of the team, and you want to react from a position of strength.
The alternative, in his words, is suddenly realising you have less than one month of cash left and need money quickly. Worse still, he says, and inexcusable, is overtrading while you are making profits simply because the invoices have not gone out.
Where the weekly check fits
Overtrading hides in the gap between profit and cash, which is why a monthly profit figure will not warn you. Own Your Numbers connects to your Xero read-only and every Monday puts your bank balance, net cash and cash cushion side by side, with the debtors to chase. Its net cash counts accrued income as money owed to you, just as the balance sheet does, so it will not flag uninvoiced work on its own. Ciaran's warning is to inspect that balance yourself and get the work invoiced and paid.
Overtrading questions, answered briefly
What is the meaning of overtrading?
Ciaran O'Donnell illustrates what he calls profitably overtrading with a profitable client that had £400,000 of accrued income not yet invoiced: strong profits, but the cash had not arrived. His warning is to get invoices raised and paid rather than leave the business short of cash.
Can you give me an example of overtrading?
Ciaran O'Donnell's client was profitable every month and heading for its best year, yet had £400,000 of accrued income on the balance sheet: work done but not invoiced. The profit was real; the cash had not arrived, because the invoices had not gone out.
How do you get rid of overtrading?
Review the balance sheet at least monthly, raise invoices as soon as you can, chase them into cash, and manage deliverables so work can be invoiced sooner. Keep the books clean so you see the gap early, rather than when you have less than a month of cash left.
Can a profitable business run out of cash?
Yes. Ciaran describes a client that was profitable every month but had £400,000 of work not yet invoiced. His advice is to review the balance sheet, raise invoices as quickly as possible and get them paid. Why profit is not cash covers the wider mechanics.
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