The starting point
Inventory everything, forecast conservatively, identify contract and legal issues, then compare written options. A plan is only useful if it covers the full debt picture, has clearly assigned responsibilities, and remains feasible when revenue is slower than expected.
Avoid a guaranteed-exit pitch
No provider can promise that every creditor will accept a proposal or that a business will exit MCA debt by a fixed date. Do not stop payments, conceal assets, or evade creditors based on a marketing claim. Court matters need qualified counsel, regardless of the financial plan.
1. Inventory every position and related obligation
Create one schedule showing each provider, agreement date, estimated remaining balance, daily or weekly debit, renewal history, and current status. Include loans, taxes, leases, and essential vendor arrears when they compete for the same cash. Distinguish confirmed balances from estimates.
Match the schedule to bank activity and creditor records. A renewal may have paid an older balance while delivering little usable cash. Keep both agreements and the payoff trail so a review does not double-count a closed position or miss an active one.
2. Forecast the cash the business can actually use
Build a week-by-week forecast using expected collection dates rather than sales booked on paper. Include payroll, taxes, rent, insurance, critical supplies, and current debt withdrawals. Separate dependable receipts from hopeful new business, and identify the weeks when cash is shortest.
Run a slower-revenue scenario and account for ordinary seasonality. If operations lose cash even before MCA payments, a payment adjustment alone will not establish viability. Qualified accounting or other professional advice may be needed for questions outside a debt and cash-flow review.
3. Review agreements and creditor status
Gather reconciliation provisions, payment terms, security documents, guarantees, default notices, and current creditor communications. Record what is current, disputed, overdue, or in litigation. Keep a separate list of dated notices and court papers so urgent matters are not buried in the spreadsheet.
An attorney should evaluate legal rights, defenses, deadlines, and guarantee or collateral disputes where needed. Do not assume that a servicing engagement pauses proceedings or authorizes changes to contractual payments. Financial organization and legal response can be necessary at the same time.
4. Compare documented paths, not promises
Depending on the facts, paths to evaluate may include performing under current terms, using an available contractual reconciliation process, pursuing agreed modifications through a servicing company, or considering new financing if independently available and affordable. These are possibilities to compare, not recommendations for every owner.
For each path, list cash required, covered positions, total expected outflow, fees, unresolved balances, and consequences if the plan fails. If the business cannot support a feasible operating plan, discuss legal alternatives with qualified counsel rather than assuming another advance is the answer.
5. Understand the provider and engagement
Ask a prospective independent servicing company which obligations it handles, who communicates with creditors, how fees are calculated, and what reporting you receive. Confirm what happens if a creditor rejects a proposal. Do not treat sales assurances as accepted creditor terms.
NGG reviews debt and cash flow and connects owners with independent servicing companies handling negotiations, creditor coordination, and all fulfillment. It is not a lender, negotiator, or law firm. The free initial 30-minute consultation does not guarantee savings, acceptance, or an exit date.
6. Track written arrangements and performance
Keep accepted agreements, payment schedules, transaction confirmations, and creditor updates together. Identify who monitors each obligation and when progress will be reviewed. Track actual receipts against the forecast so changing conditions can be raised with the responsible provider promptly.
At completion, obtain written balance and closure records, and identify any outstanding guarantee, collateral, or public-filing questions for appropriate review. A final payment, a verbal assurance, and documented completion are not interchangeable. Keep the records after the immediate payment pressure ends.
What to prepare for a review
- Complete debt inventory with agreements, renewals, and confirmed or estimated balances
- Recent bank and processor statements and a weekly operating forecast
- Default notices, creditor messages, guarantees, security documents, and court papers
- Written proposals and independent-provider fee and responsibility disclosures
- Accepted terms, payment evidence, and balance or closure confirmations