When several advances are running at once, order and information matter more than urgency.
Holding several advances at once is one of the hardest positions a business can be in, precisely because it feels like there is no time to think. Every day brings debits; every week brings a call. But the way out starts with slowing down long enough to see the whole board.
List every active advance with four numbers each: current balance, factor rate, daily or weekly debit, and remaining term. This single table is the most valuable document you can build, and most owners have never assembled it.
| Advance | Balance | Factor | Daily debit |
|---|---|---|---|
| Example A | $28,000 | 1.42 | $540 |
| Example B | $15,500 | 1.35 | $310 |
| Example C | $9,000 | 1.49 | $220 |
The advance doing the most damage is usually the one with the highest effective cost relative to its remaining balance — not necessarily the biggest. Rank them, and the priorities emerge.
You cannot borrow your way out of borrowing. The first rule of managing multiple advances is to stop taking new ones.
Once you have the inventory, a specialist can help you see which paths — consolidation, restructuring, negotiation — actually fit your position, and which would just reset the clock. The inventory makes that conversation productive.
A specialist will walk through your specific advances with you and lay out the real numbers in plain language.
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