The starting point
The useful unit of analysis is the entire stack and the cash available to support it. A single lower payment does not establish that all remaining obligations are affordable.
Coordination does not erase existing obligations
Building a stack schedule or seeking a review does not authorize payment changes or suspend contract restrictions. Do not stop payments based on this guide. Collection activity and legal deadlines continue unless an applicable agreement or legal process changes them; consult qualified counsel about legal papers.
Give each active position its own row
Record the provider, agreement date, purchased receivables amount, funds advanced, estimated remaining obligation, withdrawal amount, frequency, and current status. Separate multiple positions with the same provider. Note the source and date of each balance so an estimate is not mistaken for a confirmed payoff.
Add the next withdrawal date and any disputed debit or returned payment. Mark accounts believed to have been replaced by a renewal and obtain records confirming their status. Avoid double-counting a paid-off position or silently omitting one that still appears in bank activity.
Trace what each advance actually delivered
For each transaction, separate the stated funding amount from prior-position payoffs, fees, and other deductions. Match the resulting net proceeds to the bank deposit. A renewal that pays an earlier balance may provide much less working cash than its headline amount suggests.
Record the new obligation independently from usable cash received. Then ask whether the funds closed an operating gap or merely supported existing withdrawals for a short period. Repeated renewals can obscure that distinction if the owner tracks only deposits and not the obligations created alongside them.
Map actual dates, not just monthly averages
Create a weekly calendar using the actual debit days for every position. Compare the combined withdrawals with expected collected revenue and essential outflows. Check how the agreements and bank activity handle nonbusiness days rather than assuming every daily debit occurs on an identical schedule.
Separate ordinary customer receipts from borrowed money, owner contributions, and transfers between accounts. Those deposits can make revenue look stronger than it is. Use a slower-week scenario as well as the expected case, and include taxes, payroll, vendors, rent, and non-MCA debt before estimating available capacity.
Identify restrictions and overlapping claims
Look for agreement provisions about additional financing, other advances, required disclosures, receivables, collateral, guarantees, and default events. Do not assume a provider knew about or permitted a later position. Keep relevant correspondence with the agreements for review.
The meaning and enforceability of restrictions depend on the contract and applicable facts. New Guidance Group does not provide legal advice. If competing claims, disputed defaults, guarantees, or legal papers arise, obtain appropriately qualified counsel instead of relying on a general description of stacking.
Evaluate proposals together before committing capacity
A proposed payment to one provider uses cash that may also be needed for others. Ask an independent servicing company how it will account for all active positions, track provider responses, and handle proposals that cannot all fit the same budget. Acceptance by one party does not bind another.
Compare the combined written schedules, fees, and ongoing conditions with the forecast. Flag proposals that require an unconfirmed revenue increase or another advance. New Guidance Group reviews the situation and makes connections; the independent company performs negotiations, creditor communications, coordination, and fulfillment.
What to prepare for a review
- A position-by-position schedule with dated balance sources and debit days
- All original agreements, renewal documents, payoff records, and funding breakdowns
- Bank and processor statements matching net deposits and actual withdrawals
- Correspondence about additional advances, defaults, collections, or proposed terms
- A weekly forecast covering essential expenses and every non-MCA obligation