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Business Loans Glossary: Part 2 – Debtor Finance to Insolvency

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Home Page > Business > Business Loans Glossary: Part 2 – Debtor Finance to Insolvency

Business Loans Glossary: Part 2 – Debtor Finance to Insolvency

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Posted: Jan 31, 2011 |Comments: 0
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The second part of this four part plain English guide to business loans and finance raising covers ‘debtor finance’ through to ‘insolvency’.

Debtor finance – Funding based on raising finance against your debtor book through factoring or invoice discounting.

Deferred consideration – Where a seller of a business allows the buyer time to pay the purchase price.

Depreciation – The writing off to the profit and loss account of the cost of a fixed asset over time.

Disallowed – Debt that is not available for factoring or invoice discounting (for example because it is too old).

Discounted Cashflow – The value of money to be received in future periods, discounted back to its equivalent today (as money to be received at some future date is by definition less certain and therefore less valuable than cash in hand now).

Dividend – Payment to shareholders out of the company’s profits.

Dividend policy – A company’s approach as to whether to pay dividends to shareholders or to retain profits within the business.

Drawdown – See availability.

Due diligence – A buyer’s process of undertaking a detailed investigation and review prior to completing a purchase.

Earn out – Where the price to be paid for a business is determined by its subsequent performance.

EBIT – Earnings before interest and tax. The underlying profit from trading before it is affected by the business’s tax status or financing. (earnings is an American term and the UK equivalent is PBIT – profit before interest and tax.)

EBITDA – Earnings before interest, tax, depreciation, and amortisation, used as a measure of the cash generated by trading activities.

Equity (1) – Money put into your business by investors in return for a share of its ownership and profits.

Equity (2) – The value of the difference between the market value of an asset (such as a machine on a finance lease or hire purchase arrangement, or property subject to a mortgage), and the outstanding borrowings.

Equity gap – The difficulty faced when looking to raise equity funding at a level higher than business angels are likely to provide, but lower than the level at which venture capitalists want to invest.

Escalator – See ratchet.

Excess – Overdraft levels greater than the agreed facility.

Facilities – Banking term for the package agreed with the client (such as overdraft facility and/or a mortgage on the premises), which will be set out in a facility letter.

Factoring – Lending money based on the security of a company’s debtors where the lender takes over the collection process (contrast with invoice discounting).

Financial assistance – Rules under the Companies Act to prevent a company’s own assets being used to buy it, except by using a whitewash report.

Financial promotion – The act of seeking investment, governed by tight regulation with potentially severe criminal penalties.

Fixed assets – Assets owned by a business such as property or plant and machinery to be used over a number of years, the cost of which is written off each year by a depreciation charge.

Fixed charge – See charge.

Flotation – The process of listing a company’s shares for sale on a stock exchange also known as listing or an Initial Public Offering (IPO).

Floating charge – See charge.

Funding gap – The difference between the level of credit you obtain from your suppliers the level of and credit you allow your customers (your terms of trade) together with the time it is taking to turn purchases into sales; which will determine the degree by which your working capital will require funding.

GAAP (Generally Accepted Accounting Practice) – This means that your accounts have been prepared in accordance with normal accounting conventions. Note that UK GAAP has some significant differences to US GAAP so you will need professional advice if this is an issue.

Gearing – Borrowings. A company is described as highly geared (in US: leveraged) if it is largely funded by way of loans rather than share capital.

Going concern – An accounting assumption which says the business will be continuing to trade into the future.

Grants – Cash provided to you without you having to pay interest or give a share in your business, which you do not have to repay if you meet the terms on which it is provided.

Gross profit – Your sales or turnover, less costs of the goods sold.

Hardcore – Apparently permanent level of overdraft.

Headroom – Available level of unused overdraft facility.

Hire purchase – Arrangement where an asset can be bought using installment payments.

Historical cost convention – The assumption that the value of assets on the balance sheet is recognised at the original cost of purchase, less any depreciation or subsequent write-down to reflect a loss of value.

Initial public offering (IPO) – See flotation.

Insolvency – Being unable to pay debts as they fall due. The Insolvency Act sets out a number of tests including failure to deal with a statutory demand or to pay a judgment debt, and liabilities exceeding assets, each of which would be taken by a court as proof of insolvency.

The third article in this four part jargon busting guide to business loans and finance raising covers ‘invoice discounting’ through to ‘private equity’.

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Creating Essential Software Solutions: Chris Kay, CEO of Integware Leads the Company From Insolvency to Sustained Success

February 14th, 2011 Comments off

Creating Essential Software Solutions: Chris Kay, CEO of Integware Leads the Company From Insolvency to Sustained Success

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Creating Essential Software Solutions: Chris Kay, CEO of Integware Leads the Company From Insolvency to Sustained Success

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Home Page > Technology > Creating Essential Software Solutions: Chris Kay, CEO of Integware Leads the Company From Insolvency to Sustained Success

Creating Essential Software Solutions: Chris Kay, CEO of Integware Leads the Company From Insolvency to Sustained Success

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Growing up in Dallas, Texas, was wonderful for Chris Kay, until the second grade when his parents divorced. As with any child, that had been difficult to handle, but it taught Chris the importance of keeping promises and the strength required to work through tough times to come out on top. Such values are among those that make Chris the kind of successful businessman that he is today.

Music has always been a passion, but it was also Chris’s ticket to college. He received a partial scholarship to the University of Texas at Arlington for jazz and classical music. Although loving music, he thought it more prudent to major in business; Chris graduated from UTA with a business degree and an emphasis on computer systems. (To this day, one of Chris’s favorite things about business is being able to solve problems with technology.) He quickly received a job at Hewlett-Packard, and dedicated himself to the company for over 17 years. What Chris loved when he started out was the company’s character, what he referred to as the H-P way. The company’s standards and practices made him a loyal employee all those years. When the organization began to lose this characteristic, he started resenting his job, unhappy with the way he saw the company moving. He was living in California when H-P transferred him to Fort Collins, CO, where he currently resides. Chris took a stand and walked away from the company, leaving him with options to pursue independent business ventures.

Chris wanted to find an entrepreneurial endeavor in which he could fully invest his career. What gave him courage was his wife’s support; she encouraged him to pursue a career that would make him happy. Chris knew that even if he crashed and burned, he could find another job and his family would still support him 100 percent. One of his firmest beliefs is that in order to start a business, one must have strong family support or the road will be that much rougher.

He made a start at a software company joining as the third employee. His second attempt was as co-founder of an enterprise data center. In his third, he was first employee, heading up the R&D department in the field of distributed energy-storage systems. His managerial experience helped him to develop each company, and the results of his involvement can still be seen. However, each company moved away from what Chris was trained to do and diverged from his business interests. What he really needed was to get into a business that he knew best.

Chris was fired from the third company after a product disagreement with the President and CEO. The two leaders had a product they wanted to get on the market as quickly as possible, but Chris-as head of R & D-did not believe it yet ready to be made public. One of the most difficult decisions he had to make was standing up for what he believed best for the company, especially knowing how poorly things could turn out for him if no one listened to his advice. They ultimately decided to go through with their plans and Chris was terminated.

He then contacted an associate from his days with Hewlett-Packard, who was running a company called Integware, a consulting service for product lifecycle management. It was going broke and desperately needed change. Chris was hired to write a business plan, but saw that it needed much more. The company’s founder had been running it for twelve years; he was tired and asked Chris if he wanted to buy Integware. Chris and his wife loved living in Fort Collins and felt he could deliver strong values to their business, so he followed through, ultimately buying the company in 2004.

With Chris in charge, the company quickly turned around. Within five years, the number of employees grew from nine to 115. One thing that Chris is very proud of is that Integware continues to hire employees and make a profit, even in tough economic times. They are currently working with two of the largest multinational providers of medical devices in the world, and have become a million business, handling growth and delivering consistent, high-quality service while avoiding substantial debt. The most important thing, Chris offers, is to “stand behind your service and product, and deliver what you say you’re going to do because most customers have been burned.” Integware’s business strategy, especially when working with large companies, is to work its way in by delivering on promises and providing solutions for their problems. Once trust is established, repeat business becomes a reality and can be quite profitable. Integware also produces software based upon problems they encounter working with other businesses.

Chris suggests that business leaders trust their instincts. Knowing what direction a company needs to take can help establish who should be added and/or removed from the team. He once had to spend quite a bit of money trying to convince an employee to leave Integware, a junior partner about whom Chris was unsure. Instead of trusting his instincts, he allowed that person into the business, only to realize too late that he was not right for the job. “It always ends up costing more money if you try to sweep those issues under the rug and ignore them.”

Chris feels that many companies have been moving away from being businesses of character, giving up the full fruits of their creativity, initiative and talent. He provides that character to Integware, which he expects will help the company move further into the life-sciences market and become international.

Chris loves working with people, figuring out how to deliver solutions of increasing value, and most importantly, building a company that stands for something. All these years later, the lessons learned from his parents’ divorce continue to inform his personal values.

 

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3/8/10 Jim Rogers on Bloomberg: Greece insolvency would be good for Europe!

February 8th, 2011 25 comments

JimRogers.com in Rogers, chairman of Rogers Holdings, talks with Bloomberg’s Betty Liu, Jon Erlichman and Adam Johnson about fiscal pain of Greece. Rogers speaks from Vienna, are the prospects for the U.S. stock market, China’s yuan and investment strategy.
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