When finances are under pressure – organise the evidence and seek appropriate help
A payment difficulty needs to be assessed in context. Start with current information and early contact with the right adviser, rather than assuming one action will solve the whole problem.
Build a shared picture of the situation
Collect bank balances, overdue and upcoming liabilities, receivables, taxes and other significant commitments. Mark uncertain incoming payments. Reported profit alone does not explain immediate payment needs. Update the cash-flow information and identify assumptions that are not yet supported by evidence.
Keep different assessments separate
Capital deficiency, payment difficulties and insolvency should not be treated as interchangeable terms. The decisions and obligations involved need assessment in relation to the company and timing. Seek qualified help promptly for serious difficulties. Do not wait for a general web enquiry if a specific deadline or urgent decision is involved.
Preserve traceability and responsibility
Organise accounting records, agreements and supporting information without concealing gaps or making unexplained adjustments. Assign responsibility for compiling material for management and legal advisers. Sveriges Domstolar describes bankruptcy and business reorganisation as separate processes. A generic checklist cannot decide which route is available or appropriate.
Define the financial support
Stämkoll can discuss financial reporting, reconciliation and coordination of records. Stämkoll does not act as a bankruptcy trustee or reorganisation practitioner. Legal assessments and procedural questions need the right specialist, and work after a bankruptcy decision must be handled with the authorised party. Funding or a particular outcome cannot be promised in advance.
Discuss your needs
Agree the scope, expertise and responsibilities before an engagement begins.
Let’s talk about your business.
Tell us what you need help with, and we will discuss a suitable approach.
Sources and scope
General information, not an assessment of an individual engagement. The choice of roles and working methods is editorial guidance.