The first month of business recovery
Use the next 30 days to see cash clearly, protect obligations, and make deliberate moves.
Start with cash actually collected, not invoices sent
List available cash, cash that is realistically expected to arrive, and cash payments due. Do not treat invoiced revenue as cash on hand until it is collected. Reconcile your bank balance and use a short forecast that reflects the dates money is expected in and paid out.
Map obligations weekly before making broad cuts
For the next four weeks, list payroll, taxes, debt service, insurance, rent, suppliers, and other obligations with their actual due dates. A weekly view makes timing visible. The plan is a decision aid, not a recommendation to miss, rank, or ignore legal obligations.
Follow up on receivables with care
Review overdue customer invoices, confirm that delivery and billing details are correct, and ask for realistic collection dates. Keep records of commitments and use lawful, relationship-aware collection practices. Until cash is received, keep it separate from money available to pay today’s bills.
Audit nonessential recurring costs without breaking operations
Review unused software, duplicate tools, automatic renewals, and vendor terms in the subscription workspace. Check contracts, security needs, and operational dependencies before changing a service. Payroll, taxes, required insurance, and other obligations are not optional software spend.
Check margins and payment terms
Look at pricing, direct delivery costs, discounts, and when customers actually pay. Identify work that contributes cash after the costs required to deliver it. Use reliable records and qualified accounting help where needed; a quick calculator cannot validate a margin or tell you which customer commitments to change.
Escalate urgent payroll, tax, or debt distress
If payroll, taxes, or debts cannot be paid when due, contact a qualified accountant or attorney promptly. Do not use a self-service planner to decide which legal obligations to delay. Professional advice is especially important when deadlines, personal guarantees, restructuring, or closure decisions are involved.
Bring in independent help and review weekly
An SBA resource partner, including a Small Business Development Center, can offer independent guidance on planning and financial management. Review cash, collections, obligations, and verified cost changes each week. Renewra does not assign an adviser, negotiate with creditors, arrange funding, or guarantee a turnaround or financing result.
Official resources
This is Renewra's original educational guidance. Check these official sources for current instructions; Renewra does not submit disputes, applications, or requests for you.
SBA: manage your business finances SBA: find local assistance SBA: Small Business Development Centers