Published by Averycorp Corporate Advisory · 6 minute read
When a company starts to struggle, the instinct is to trade through it quietly. That instinct is understandable, and it is usually the point at which options begin to close.
Directors owe their duties to the company. Once a company is, or is likely to become, unable to pay its debts, those duties must be exercised with regard to the interests of creditors. The company has not failed at that point — but the standard against which decisions are judged has already changed.
This is the part most directors are not warned about, and it is why the timing of advice matters more than its volume.
Establish the financial position properly rather than approximately. A clear view of cash flow, obligations and security arrangements is what every subsequent decision depends on.
Exposure usually comes from continuing to trade without a reasonable basis for believing the position will improve, from transactions that prefer one creditor over others, and from decisions taken without a documented rationale. None of these require bad intent.
Early advice widens the range of options and narrows personal exposure. Both effects work in the same direction, and both weaken the longer the position is left.
A confidential, no-obligation conversation to establish where you stand and what is still available to you.
Both end in the company being wound up, but who initiates the process, who controls it and what it means for directors differ substantially.
Often, yes — but viability, debt structure and creditor positions determine whether it is realistic. An early assessment settles the question.
Duties do not pause when a company is under pressure. They shift, and the shift is the part most directors are not warned about.
A short conversation is the fastest way to establish where you stand.