Managing Negative Cash Flows

All entrepreneurs and many executives face in their professional careers the dreaded negative cash flow scenario.

For entrepreneurs this is a normal phase going from start up to, hopefully, mature company. For CEOs it can happen during an economic downturn or if the company had previously made serious mistakes or faced a catastrophe.

The underlying mistake that these managers nearly all make is to consider cash flow break even as a goal. It is a milestone. The goal, of course, is a pre-agreed return on equity (ROE). There might be many more milestones, such as cost per unit and number of customers, but ROE is the target. Continue reading

My Zawya Story: Finale

This post is part of the My Zawya Story series.

Saffar sold Zawya to Thompson Reuters in 2012. I have been asked many times how we positioned such a sale and how early we planned for it. My answer to any private equity exit is: build a great company and the exit will come. Talk of IPO versus strategic sale versus financial sale is meaningless. If you build the company right then all those options will be available. Build it wrong and no options will be open. Continue reading

My Zawya Story: Positive Cash Flow Challenges

This post is part of the My Zawya Story series.

Most entrepreneurs would be surprised that positive operating cash flow can present challenges. After months, even years, of striving for the magical cash flow break even point what problems can there be once this goal is reached? The challenge is sustainable growth as painful initial sacrifices on expenses are reversed and short term investment horizons on the income front need to be extended.

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My Zawya Story: Negative Cash Flow Lessons

This post is part of the My Zawya Story series.

Negative cash flows are a standard feature of any start up and most SMEs when they go through a negative economic cycle. Anyone who has been through that knows well the sheer terror of wondering what he will tell his team on pay day when he does not have the funds to pay their salaries, or what he will tell suppliers, or how he can explain to his shareholders that he needs more funding. It is a sobering experience. Continue reading