Test which cash, funding, governance and counterparty warnings were knowable before distress, while keeping legal records and illustrative models distinct.
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After a company fails, its final crisis can make the ending seem obvious. That feeling is dangerous. The reader now knows which supplier went unpaid, which loan fell due, and which rescue did not arrive. A lender or owner three years earlier did not know those outcomes with certainty.
Read the article →Nakumatt and Tuskys are often discussed together as Kenyan supermarket failures. They are useful cases for asking what went wrong in a cash-intensive retail model, but their court records do not tell one interchangeable story. Each had its own legal company, creditor list, financing, operating…
Read the article →A start-up can raise a large sum and still run short of cash. The fundraising figure is not the company’s revenue, bank balance, gross margin, operating cash flow, cash runway, or the amount its owners could withdraw. It describes financing raised across particular entities, investors,…
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