Resolving business debt. At first, it might seem to imply "a business not paying what it owes." But that's not what real debt resolution means—and understanding the difference matters for your business's future.
Resolution Is Not Avoidance
Let's be direct: legitimate debt resolution isn't about dodging obligations or using legal tricks to avoid paying creditors. That approach creates more problems than it solves.
Real resolution is about creating sustainable structures. It's about taking an unsupportable situation—where current payment obligations exceed cash flow—and developing a path forward that works for everyone involved.
The Three Elements of Real Resolution
1. Clarity
Before you can resolve anything, you need complete visibility into your situation. That means understanding:
- Every active obligation—the full payback amount, not just the principal
- Every payment schedule—daily, weekly, monthly, and the exact amounts
- Every contractual term—UCC filings, COJ clauses, prepayment provisions, default triggers
- Every stakeholder relationship—which funders might negotiate, which won't
Most business owners we work with don't have complete clarity on their own situation. Documents are scattered, terms are confusing, and the focus has been on survival rather than documentation. The first step is always getting organized.
2. Credibility
Funders aren't charities. They advanced capital expecting repayment. Any restructuring conversation requires demonstrating that working with you is better than the alternative.
This means showing:
- Why current terms are unsustainable (with real numbers)
- What you can actually afford (based on documented cash flow)
- Why cooperation benefits them (better recovery than aggressive collection)
- That you're acting in good faith (not just trying to avoid paying)
Funders deal with defaults every day. They can tell the difference between a business owner working genuinely toward resolution and someone trying to game the system.
3. A Sustainable Path Forward
Resolution isn't just about surviving the next month. It's about building a capital structure that actually works going forward.
This might mean:
- Restructuring payment schedules to match actual cash flow patterns
- Refinancing expensive capital with more sustainable terms
- Sequencing paydowns to eliminate the most burdensome obligations first
- Improving operations so cash flow supports the obligation structure
- Building toward traditional bank financing over time
What Resolution Looks Like in Practice
Here's a real-world example of how resolution works:
Case Example: Manufacturing Business
Starting Point: Three stacked MCAs with combined daily ACH of $4,200. Business was losing $1,500/day in working capital.
Analysis: Total payback obligations of $320,000 across positions with effective rates above 80% APR combined.
Resolution Approach:
- Modeled cash flow to identify sustainable payment capacity ($1,100/day)
- Approached funders with documented analysis showing current terms were pushing business toward closure
- Negotiated modified terms with two funders who recognized reduced payments were better than lawsuit recovery
- Paid off smallest position using seasonal receivable spike
- Refinanced remaining obligation into term loan at sustainable rate
Outcome: Business restored to positive cash flow. Owner retained full equity. Obligations paid in full (not defaulted or settled for less).
Notice what didn't happen: the owner didn't default, didn't file bankruptcy, didn't stop paying and hope for the best. The obligations were met—just structured in a way that the business could actually sustain.
When Settlement Makes Sense—And When It Doesn't
Sometimes actual settlement (paying less than the full amount owed) is appropriate. But it's a last resort, not a first strategy.
Settlement might make sense when:
- The business genuinely cannot pay the full obligation under any realistic scenario
- The alternative is complete business closure or bankruptcy
- The funder recognizes they'll recover more through negotiated settlement than litigation
- The owner has genuine hardship beyond cash flow mismanagement
Settlement doesn't make sense when:
- The business can afford modified terms—just not the original terms
- You want to preserve banking relationships and future financing options
- Settlement companies are promising unrealistic outcomes
- The "savings" from settlement are offset by fees, tax consequences, and credit damage
The Long Game
Whatever resolution path you take, remember that you'll need capital again in the future. How you handle current difficulties affects your options later.
A business that works through debt problems responsibly—meeting obligations, communicating with creditors, improving operations—rebuilds faster than one that defaults and litigates.
Resolution is about playing the long game, not just surviving today.
Need Help With Debt Restructuring?
Our advisory team can help you understand your options and develop a resolution strategy that protects your business while addressing obligations responsibly.
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