The check bounced, the customer ran off, can I start foreclosure proceedings?

Another perspective: maybe the core issue with check and promissory note risk is something else entirely. Think about it this way...

Another perspective: maybe the core issue with check and promissory note risk is something else entirely. Think about it this way...

Edit: asked below, I wrote the answer in the second message.

another perspective: maybe the core issue with check and promissory note risk is something else entirely. think about it this way...

Another perspective: maybe the core issue with check and promissory note risk is something else entirely. Think about it this way...

Another perspective: maybe the core issue with check and promissory note risk is something else entirely. Think about it this way...

But what is the risk really? Will the business shut down if this choice is wrong? I'm saying this so you're super careful.

There's one point I'm curious about. The real issue isn't the number, but what it's based on.

Good luck with that.

You're right. Everything goes well for the first three months; problems arise in the fourth.

That's all, sorry if I went on too long.

There's one point I'm curious about. Start with a small trial; don't commit to everything at once.

Let's separate the concepts, they're getting mixed up. When making a decision, also write down the cost of reversal.

Trying to do this alone is the most expensive way.

Let me summarize what's been said so far. When we decide without measuring, we always end up in the same place.

Proven by experience.

This thread is archived. Mistakes made on the check and promissory note risk side are usually reversible but expensive.

Three different views emerged, they all complement each other. Everyone rushing into check and promissory note risk gets stuck at the same point.

This is my opinion, I'm not claiming it's absolute truth.

Let me speak from the other side; I'm on the supplier side. When you try to change everything at once, nothing settles.

Thanks for posting. honestly processes without records never improve because you don't know what to fix.

Good luck with that.

Three different views emerged, they all complement each other. The biggest time-waster for us was not knowing who had the final say.

Calculate how many months you can survive without revenue, then halve that number. Correct me if I'm wrong.

Don't miss this: Most time waste accumulates in tasks waiting for approval.

Correct me if Im wrong.

I didn't know that.