{"site":"Credicorp Tools","count":148,"docs":[{"t":"12-month business budget template","u":"/templates/12-month-budget-template/","c":"Templates & checklists","e":"Template","s":"A month-by-month budget structure you can copy straight into a spreadsheet. Built so UK directors can plan income, costs and cash across the full financial year.","b":"What this budget does for you A 12-month budget turns a vague sense of how the year might go into a set of numbers you can manage against. It tells you when cash is likely to be tight, how much headroom you have for investment, and whether a new cost or repayment actually fits. It is the difference between reacting to your bank balance and steering by it.The structure below is built for a spreadsheet: twelve month columns across the top, and rows grouped into income, costs, profit and cash. Copy the row headings, drop in your numbers, and you have a working model in under an hour. Set up the g"},{"t":"13-Week Cash Flow Forecast Template for UK Limited Companies","u":"/templates/13-week-cash-flow-forecast-template-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A rolling 13-week cash flow forecast gives directors a short-horizon operational view of liquidity, helping identify funding gaps before they become crises.","b":"Why 13 Weeks? A 13-week window represents one quarter — long enough to catch seasonal dips and payment cycles, short enough that individual line items remain credible. Beyond 13 weeks, cash forecasting shades into longer-term modelling where assumptions carry more weight than data.For most trading limited companies, this horizon covers the vast majority of predictable obligations: payroll, supplier terms, VAT quarters, and loan repayment dates. Lenders and investors frequently request this format when assessing short-term liquidity. Structure of the Template The template is organised into thre"},{"t":"Aged Creditor Report Template for Accounts Payable","u":"/templates/aged-creditor-report-template-accounts-payable/","c":"Templates & checklists","e":"Template","s":"An aged creditor report lists what your company owes to suppliers and when each amount falls due, supporting payment scheduling and revealing exposure to late payment penalties under the Late Payment of Commercial Debts Act.","b":"Structure of the aged creditor report The aged creditor report (accounts payable ageing) mirrors the aged debtor report but from the opposite side — it records what your company owes to each supplier, broken down by how far past the agreed payment terms each invoice has aged. Current amounts are those not yet due; subsequent columns show amounts overdue in 30-day increments up to 90+ days.The report should include each supplier's agreed payment terms, so that an invoice from a supplier on 60-day terms does not appear as overdue when it falls in the 31–60 day column. Without terms data, the rep"},{"t":"Aged Debtor Report Template for Credit Control","u":"/templates/aged-debtor-report-template-credit-control/","c":"Templates & checklists","e":"Template","s":"An aged debtor report buckets outstanding customer invoices by how long they have been unpaid, giving credit controllers and lenders a clear picture of collection performance and bad debt risk.","b":"What an aged debtor report contains The aged debtor report (also called the debtors ledger or accounts receivable ageing) lists every customer with an outstanding balance, broken down into columns showing amounts current (not yet due), 1–30 days overdue, 31–60 days, 61–90 days, and over 90 days overdue. A final column shows the total outstanding balance per customer.The report should also flag invoices subject to a dispute, any credit notes outstanding, and balances where a payment plan has been agreed. Unmarked overdue amounts with no note suggest a credit control gap rather than a genuine di"},{"t":"Annual budget planner","u":"/templates/annual-budget-planner/","c":"Templates & checklists","e":"Template","s":"A formal annual budget gives the board a baseline against which to measure actual performance each month, and is a prerequisite for most covenant-linked commercial facilities.","b":"Purpose of a formal annual budget A budget is a forward-looking financial plan approved by the board before the financial year begins. It differs from a forecast (which is updated as the year progresses) in that it provides a fixed reference point. Monthly variance analysis — comparing actual results against budget — surfaces problems early and disciplines management decision-making.Commercial lenders with financial covenants will sometimes request a copy of the board-approved budget as part of their ongoing reporting pack. A business that has never produced a formal budget typically finds cov"},{"t":"Asset finance calculator","u":"/calculators/asset-finance/","c":"Calculators","e":"Calculator","s":"Work out the monthly payment and total cost of financing a vehicle, equipment or machinery.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Hire purchase or lease? This models a hire-purchase style repayment. Leasing changes the tax and ownership treatment — ask your accountant. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Asset turnover calculator","u":"/calculators/asset-turnover/","c":"Calculators","e":"Calculator","s":"How hard your assets work to generate sales.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why does it vary by sector? Service firms are asset-light (high turnover); manufacturers and property-heavy firms are asset-heavy (low turnover). Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Balance Sheet Template for UK SME Limited Companies","u":"/templates/balance-sheet-template-uk-sme-limited-company/","c":"Templates & checklists","e":"Template","s":"The balance sheet provides an instantaneous picture of what your company owns, owes, and is worth at a specific date — a foundational document for any lending or investment decision.","b":"Structure of a UK limited company balance sheet A balance sheet is divided into three sections: assets (what the company owns or is owed), liabilities (what the company owes to others), and equity (the residual interest belonging to shareholders). Under UK GAAP (FRS 102) the vertical format is standard, moving from fixed assets through current assets and current liabilities to give net current assets, then deducting long-term liabilities to arrive at net assets, which must equal total equity.Fixed assets are split between tangible (property, equipment, vehicles) and intangible (goodwill, intel"},{"t":"Board Meeting Finance Pack Checklist for Limited Companies","u":"/templates/board-meeting-finance-pack-checklist-limited-company/","c":"Templates & checklists","e":"Template","s":"A consistent finance pack checklist ensures that directors receive the same core financial information at every board meeting, enabling meaningful oversight rather than reactive firefighting.","b":"Why a standardised pack matters for governance Directors of a UK limited company have a statutory duty under the Companies Act 2006 to act in the interests of the company, which requires them to have adequate financial information. A standardised finance pack — the same structure every month — means directors can identify trends across periods, spot anomalies, and ask informed questions rather than spending board time establishing basic facts.The pack should be circulated at least forty-eight hours before the meeting. Directors who receive materials minutes before a meeting cannot discharge th"},{"t":"Borrowing capacity by turnover calculator","u":"/calculators/loan-affordability-by-turnover-calculator/","c":"Calculators","e":"Calculator","s":"Get an indicative facility size from your monthly turnover, net margin and a sensible cover ratio — a sanity-check before you apply.","b":"What this calculator does This tool estimates the size of facility your trading could realistically support. Rather than asking how much you'd like, it asks how much your business actually generates and works back to a sensible borrowing figure. You enter your monthly turnover, your net profit margin and a target debt service coverage ratio (DSCR), and it returns an indicative loan amount that your cash flow could comfortably carry.It mirrors, in plain pounds, the test a lender applies: not \"will they lend it\" but \"can the business service it\". It's built for UK limited companies sizing a busi"},{"t":"Borrowing decision checklist","u":"/templates/borrowing-decision-checklist/","c":"Templates & checklists","e":"Checklist","s":"A short, honest checklist to run before you take on business finance. Built for UK limited companies — work through it to decide whether borrowing is the right call, and which kind.","b":"How to use this checklist Borrowing is a tool, not a default. Before you apply for anything, work through the five checks below and write a one-line answer to each. If you cannot answer one clearly, that is the part to resolve first. None of this is advice on your specific accounts — it is a structure for thinking it through, ideally alongside your accountant. 1. Is the purpose clear and time-bound? Good borrowing pays for something specific that earns or saves money inside the life of the finance — stock for a known peak, equipment that lifts output, bridging an invoice you will be paid. Vagu"},{"t":"Break-Even Planner Template: Fixed and Variable Cost Analysis for UK Limited Companies","u":"/templates/break-even-planner-template-fixed-variable-cost-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A break-even planner establishes the minimum revenue required to cover all costs, giving directors a clear floor below which the business loses cash on every sale.","b":"Separating Fixed and Variable Costs The foundation of break-even analysis is the clean separation of costs that exist regardless of output (fixed) from costs that move with volume (variable). Common errors include treating semi-variable costs — utilities, maintenance, certain labour — as entirely fixed, which overstates the true break-even point.Fixed costs: rent, rates, insurance, senior management salaries, depreciation, loan interest, software subscriptionsVariable costs: direct materials, sales commissions, delivery costs, packaging, processing fees charged per transactionSemi-variable: al"},{"t":"Break-even analysis worksheet","u":"/templates/break-even-analysis-worksheet/","c":"Templates & checklists","e":"Template","s":"A ready-to-use break-even worksheet that shows exactly how much you need to sell to cover your costs — fill in the rows, copy the formulas, and read your break-even point straight off the bottom.","b":"What break-even tells you Your break-even point is the level of sales at which total revenue exactly covers total costs — no profit, no loss. Below it you are funding losses from cash; above it every sale contributes to profit. Knowing the number turns vague worry into a target you can manage against.Break-even rests on three figures: your fixed costs (rent, salaries, software, insurance — costs that don't move with sales), your selling price per unit, and your variable cost per unit (materials, delivery, transaction fees — costs that rise with each sale). The gap between price and variable co"},{"t":"Break-even calculator","u":"/calculators/break-even-calculator/","c":"Calculators","e":"Calculator","s":"Find the exact point where revenue covers your costs. Enter fixed costs, price and variable cost per unit to see the break-even volume and revenue you need to clear.","b":"What this calculator does The break-even calculator tells you how much you need to sell before your business stops making a loss and starts making a profit. It works out two numbers from three inputs: your break-even volume (units you must sell) and your break-even revenue (the turnover those units represent).It is one of the most useful figures a director can carry in their head. It turns a vague worry — “are we selling enough?” — into a hard target you can measure against weekly. It also tells you, before you commit, whether a new product line, a price change or a fresh round of fixed overhe"},{"t":"Break-even with loan repayment calculator","u":"/calculators/break-even-loan/","c":"Calculators","e":"Calculator","s":"How a loan repayment changes the sales volume you must hit to break even.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Is that bad? Not if the borrowed money lifts contribution by more than the extra break-even units — that's the test before borrowing to grow. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Breakeven Planning Template for UK SMEs","u":"/templates/breakeven-planning-template-uk-sme/","c":"Templates & checklists","e":"Template","s":"This template walks directors through calculating the revenue needed to cover all costs and the unit or hours sold required to reach that point.","b":"What a breakeven analysis tells a director Breakeven is the revenue point at which total income equals total costs — no profit, no loss. Knowing your breakeven gives you a minimum target for sales activity, a reference point when evaluating price changes, and a baseline for assessing whether a new investment or loan repayment is serviceable from trading income.This template is deliberately simple. It does not require accounting software; a spreadsheet or even a printed table is sufficient. Step 1 — List your fixed costs Fixed costs do not change with output volume. List them in full for a twel"},{"t":"Burn rate calculator","u":"/calculators/burn-rate/","c":"Calculators","e":"Calculator","s":"Turn two bank balances into a monthly burn rate and remaining runway.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Burn rate calculator results are illustrative and not a quote or credit decision. Gross vs net burn? This measures net burn (cash actually consumed). Gross burn ignores incoming revenue. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Business Insurance Checklist for UK Limited Companies","u":"/templates/business-insurance-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"Getting business insurance right means distinguishing between legally mandated covers and those that are commercially prudent but not required by statute.","b":"Legally Required Insurance There is only one category of business insurance that is a statutory requirement for most UK limited companies: employers' liability insurance. You must hold at least £5 million of cover from an authorised insurer as soon as you have any employee — including in some circumstances a working director who is not a sole director. The certificate must be displayed or accessible to employees. Failure to hold valid cover carries a fine of up to £2,500 per day.Certain sectors have additional mandatory requirements — for example, solicitors require professional indemnity insu"},{"t":"Business Plan Checklist for UK Limited Companies","u":"/templates/business-plan-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A well-structured business plan is the foundation for securing finance, onboarding investors, and setting clear strategic direction for your limited company.","b":"Executive Summary The executive summary is written last but placed first. It should state what your company does, the market opportunity, your competitive advantage, and the funding requirement (if any) in no more than one page. Lenders and investors read this before deciding whether to read further.Company name, registration number, and registered addressBrief description of the business and its products or servicesKey financial headline (turnover, EBITDA, or net profit target)Amount sought and intended use of fundsNames of directors and their relevant experience Market Analysis and Business "},{"t":"Business borrowing affordability calculator","u":"/calculators/business-borrowing-affordability-calculator/","c":"Calculators","e":"Calculator","s":"See whether a new repayment fits your monthly cash flow before you apply — enter your numbers and read the headroom in seconds.","b":"What this calculator does This tool estimates how much short-term business finance your company can realistically service from its existing cash flow. Lenders rarely ask \"how much do you want?\" in isolation — they ask whether the repayments leave you with enough breathing room to keep paying staff, suppliers, VAT and rent on time.You enter your average monthly income (turnover or, better, cash actually received), your regular monthly outgoings and any finance you already repay. The calculator works out your spare monthly cash and shows what a sensible repayment looks like against it. It is des"},{"t":"Business debt consolidation calculator","u":"/calculators/debt-consolidation-calculator/","c":"Calculators","e":"Calculator","s":"Add up your existing business debts, compare the blended cost against a single new facility, and see whether consolidating saves money or just buys breathing room.","b":"What this calculator does If your company is juggling several debts — a term loan, a card balance, an overdraft, asset finance — consolidation rolls them into one new facility with a single monthly payment. This calculator shows whether that move genuinely saves money or simply spreads the same cost over a longer period.Enter each existing debt's balance, rate and remaining term, then the rate and term of the proposed consolidation loan. The tool calculates your current combined monthly payment and total remaining cost, then compares them against the single new facility. You see the change in "},{"t":"Business debt reduction plan template","u":"/templates/debt-reduction-plan-template/","c":"Templates & checklists","e":"Template","s":"Carrying several facilities at once? Use this debt reduction plan template to list everything, rank it by real cost, and pay it down in the order that saves the most.","b":"Get every facility onto one page Debt feels heavier when it's scattered across statements. The first step is simply to see all of it at once. Build a single table — the template below — listing every business borrowing you hold: loans, overdraft, credit cards, asset finance, director's loan, and any tax instalment arrangement. Until it's all in one place you can't choose what to clear first.Pull the figures from your latest statements so the balances and rates are current. Total the monthly repayments at the bottom; that figure is what your debt costs your cash flow every month, and it's the n"},{"t":"Business finance options comparison checklist","u":"/templates/finance-options-comparison-checklist/","c":"Templates & checklists","e":"Template","s":"A scoring checklist that puts the main business finance options side by side — term loan, revolving facility, invoice finance and asset finance — so you match the product to your need before you compare any rate.","b":"Match the product before you shop the rate The most common borrowing mistake is comparing rates across products that do entirely different jobs. A term loan and a revolving facility can have similar headline costs yet suit opposite situations. So the first decision is not \"who is cheapest\" but \"what shape of money does this need actually require\". Get that right and the cost comparison becomes meaningful; get it wrong and the cheapest option can still be the worst fit.This checklist scores the four mainstream options against your situation, then sends you to compare like-for-like cost only amo"},{"t":"Business financial ratios cheat sheet","u":"/templates/financial-ratios-cheat-sheet/","c":"Templates & checklists","e":"Template","s":"The handful of financial ratios that actually tell you how your company is doing — each with its formula, what it means, and a rough benchmark to read it against.","b":"How to use this cheat sheet You don't need fifty ratios to run a company well — you need a handful, tracked over time. A single ratio in isolation means little; the value is in the trend (is it improving?) and the comparison (how do you sit against your sector?). Pull the figures from your latest management accounts and recalculate monthly or quarterly.The benchmarks below are broad, illustrative rules of thumb typical of the market, not targets for any specific business. A capital-light services firm and a stock-heavy wholesaler will sit in very different places and both be healthy. Read your"},{"t":"Business loan application checklist","u":"/templates/business-loan-application-checklist/","c":"Templates & checklists","e":"Template","s":"Everything a UK limited company should have ready before applying for business finance — documents, figures and the questions a lender will ask. Copy the list and tick it off.","b":"Why preparation decides the speed Most delays in a business finance application are not credit decisions — they are missing documents. A lender pauses, asks for a bank statement or a set of accounts, and the clock resets while you dig it out. Gather everything first and a decision that might have taken a week can land in a day.This checklist covers what a UK lender typically needs to assess a limited company. Pull it together in one folder before you start the form, and you control the pace rather than chasing it. Use the loan readiness checklist alongside this to sense-check whether now is th"},{"t":"Business loan comparison calculator","u":"/calculators/loan-comparison-calculator/","c":"Calculators","e":"Calculator","s":"Put two finance offers side by side and see which is genuinely cheaper once fees, term and rate are all in the same frame.","b":"What this calculator does Two business loans can advertise very different headline rates yet cost almost the same — or look identical on rate and differ by thousands of pounds once term and fees are counted. This calculator puts each offer into the same frame so you compare like with like.For every option you enter, it works out the monthly repayment, the total amount repayable over the full term, the total cost of credit (everything you pay on top of the amount borrowed) and an indicative annual cost expressed as a percentage. It then ranks them, so the cheapest offer in real money is obvious"},{"t":"Business loan repayment calculator","u":"/calculators/business-loan-repayment-calculator/","c":"Calculators","e":"Calculator","s":"Estimate your monthly repayment, total repayable and cost of credit in seconds.","b":"How to use it Enter the amount, rate and term. Figures are illustrative. Is this a quote? No — it’s an illustration. Your actual offer depends on Credicorp’s assessment."},{"t":"Business plan template","u":"/templates/business-plan-template/","c":"Templates & checklists","e":"Template","s":"A clear, lender-ready business plan structure you can copy straight into a document. Built for UK limited companies raising finance or planning the next 12 months.","b":"What a business plan is actually for A business plan does two jobs. It forces you to think through how your company makes money, and it gives a lender, investor or new hire a single document that explains the business without you in the room. For a short-term finance application it is the context behind the numbers — it shows that the borrowing has a purpose and a repayment path.Keep it honest and specific. A plan stuffed with optimistic projections and no assumptions reads as weaker than a tighter plan that shows you understand your costs, your margins and your risks. Write for a sceptical re"},{"t":"Business savings growth calculator","u":"/calculators/compound-savings/","c":"Calculators","e":"Calculator","s":"How a reserve fund grows with regular deposits and compound interest.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why build a reserve? A cash reserve cuts reliance on borrowing for shocks and seasonal dips — and earns interest while it waits. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Capital Expenditure Plan Template for UK Limited Company Asset Investment","u":"/templates/capital-expenditure-plan-template-uk-limited-company-asset-investment/","c":"Templates & checklists","e":"Template","s":"A capital expenditure plan brings together every material asset investment in a single prioritised schedule, linking each item to its funding source, depreciation treatment, and projected return.","b":"What Belongs in a Capital Expenditure Plan Capital expenditure is spending that creates or enhances an asset with a useful life extending beyond one accounting period. The plan covers tangible assets — plant, machinery, vehicles, fit-out, IT hardware — and may include intangible assets such as software licences capitalised under FRS 102 where the licence term and value meet the threshold set by your accountant.Routine repairs and maintenance that simply restore an asset to working condition are revenue expenditure and belong in the operating budget, not the capex plan. The distinction matters "},{"t":"Cash Flow Statement Template for UK Businesses","u":"/templates/cash-flow-statement-template-uk-business/","c":"Templates & checklists","e":"Template","s":"A cash flow statement separates real cash movements from accounting profit, making it the most reliable indicator of whether your business can meet its obligations as they fall due.","b":"Why the cash flow statement matters more than the P&L A company can show a healthy profit on its P&L while simultaneously running out of cash — a situation common in businesses with long debtor payment cycles, rapid growth, or significant capital expenditure. The cash flow statement removes non-cash accounting adjustments (depreciation, accruals, provisions) and shows the actual cash generated or consumed in the period.For commercial lenders assessing a facility application, the cash flow statement provides evidence that the business generates sufficient operating cash to service proposed debt"},{"t":"Cash conversion cycle calculator","u":"/calculators/cash-conversion-cycle-calculator/","c":"Calculators","e":"Calculator","s":"See how many days cash is locked inside your trading cycle — and roughly how much working capital that ties up — from three figures you already know.","b":"What this calculator does The cash conversion cycle (CCC) measures how long, in days, cash is tied up in your business between paying for stock and collecting payment from customers. It is one of the clearest gauges of how hard your working capital is working: the shorter the cycle, the sooner each pound comes back to be used again.This tool takes three numbers — your debtor days, inventory days and creditor days — and returns your CCC in days, plus an estimate of the cash tied up in the cycle based on your turnover. It is built for UK limited companies wanting a quick read on liquidity before"},{"t":"Cash ratio calculator","u":"/calculators/cash-ratio/","c":"Calculators","e":"Calculator","s":"Whether you could pay short-term bills from cash alone.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Is below 1 a problem? Usually not — most healthy firms collect debtors to pay bills. It only flags a risk if cash is very thin and debtors are slow. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Cash runway calculator","u":"/calculators/cash-runway/","c":"Calculators","e":"Calculator","s":"How many months of trading your current cash covers at today's net burn rate.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. What counts as burn? Net monthly burn is cash going out minus cash coming in — the real monthly drain on the balance. Many advisors like to see 3–6 months of runway; a short-term facility can bridge a temporary dip. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Cash runway calculator","u":"/calculators/runway-calculator/","c":"Calculators","e":"Calculator","s":"See how many months of cash your business has left at its current burn — and roughly when the balance hits zero, while there's still time to act.","b":"What this calculator does Runway is the number of months your business can keep going before the cash runs out, assuming nothing changes. This calculator takes your current cash balance and your average monthly net burn — the amount more leaving the account than coming in each month — and returns your runway in months, plus an indication of when the balance would reach zero.It's the single most clarifying number for any business spending faster than it earns, whether that's a young company investing ahead of revenue, a seasonal trade in its lean months, or an established firm working through a"},{"t":"Cash-flow crisis action plan","u":"/templates/cash-flow-crisis-action-plan/","c":"Templates & checklists","e":"Template","s":"A triage checklist for a sudden cash squeeze, built for UK limited companies. Work the steps in order — fast internal wins first, the conversations that buy time next, and outside finance only once you have done the rest.","b":"First, get a clear-eyed picture A cash crisis feels like an emergency because the numbers are usually fuzzy. The first job is to replace panic with a figure. Before you do anything else, build a short-term cash-flow forecast covering the next 13 weeks: opening bank balance, certain receipts, and committed payments, week by week. The point is to find the exact week cash runs out and how big the gap is.Work in confirmed numbers, not hopeful ones — invoices actually due, not sales you might win. A cash-flow forecast template gives you the structure. Once you can say \"we are £18,000 short in week "},{"t":"Cash-flow forecast template","u":"/templates/cash-flow-forecast-template/","c":"Templates & checklists","e":"Template","s":"A simple structure for projecting money in and out over the next 12 months.","b":"What’s inside Opening balance, receipts, payments, closing balance — month by month."},{"t":"Cash-flow forecast template","u":"/templates/cashflow-forecast-template/","c":"Templates & checklists","e":"Template","s":"A 13-week or 12-month cash-flow forecast is one of the first documents a commercial lender or turnaround adviser will request, and building one forces directors to confront timing mismatches that management accounts alone do not reveal.","b":"What a cash-flow forecast is — and what it is not A cash-flow forecast tracks the movement of actual cash into and out of a bank account over a defined period. It is not the same as a profit and loss account: revenue is recognised when the invoice is paid, not when it is raised; an asset purchase appears as a single cash outflow, not depreciated over years.This distinction matters because a profitable business can run out of cash. Late-paying customers, a large VAT bill, or a lumpy capex commitment can all create a shortfall that does not appear in reported profit. The forecast makes these gap"},{"t":"Cash-flow troubleshooting guide","u":"/templates/cash-flow-troubleshooting-guide/","c":"Templates & checklists","e":"Template","s":"Profitable on paper but short on cash? Work through this fault-finding checklist to find the leak, in the order that surfaces the biggest wins first.","b":"Start with the symptom, not the panic A cash squeeze almost always has a single dominant cause hiding behind several smaller ones. Before you chase an overdraft or a finance facility, spend an hour pinning down why the bank balance is tighter than your profit suggests it should be. A company can be genuinely profitable and still run out of cash because profit is an accounting measure and cash is a timing measure.Work the six areas below in order. Each has a quick test you can run from your management accounts or bank feed. Stop when you find a cause that explains most of the gap — fix that fir"},{"t":"Contribution margin calculator","u":"/calculators/contribution-margin/","c":"Calculators","e":"Calculator","s":"How much each sale contributes to fixed costs and profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. How is it different from gross margin? Contribution margin counts only variable costs; gross margin may include some fixed production costs. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Corporation tax estimate (with marginal relief)","u":"/calculators/corporation-tax/","c":"Calculators","e":"Calculator","s":"An estimate of UK corporation tax, including the marginal-relief band between £50k and £250k profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. Does this assume one company? Yes — the £50k and £250k thresholds are reduced if your company has associated companies, and reliefs or allowances will change the figure. This is an illustration, not a tax computation; confirm with your accountant. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Cost-to-income ratio calculator","u":"/calculators/cost-to-income/","c":"Calculators","e":"Calculator","s":"How much of every pound of income your costs consume.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. How do I improve it? Either grow income without proportional cost, or cut costs without losing income — track the ratio over time, not in isolation. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Credit control checklist","u":"/templates/credit-control-checklist/","c":"Templates & checklists","e":"Template","s":"A step-by-step credit control checklist covering onboarding, invoicing, chasing and escalation — copy it into your process and stop late payment quietly draining your cash.","b":"Why credit control is a cash decision Every unpaid invoice is an interest-free loan your business is making to a customer. The longer it stays out, the more working capital is tied up in your debtor book instead of in your bank account. Tight credit control is one of the highest-return activities a small finance team can do — it costs almost nothing and frees real cash.The single metric to watch is Debtor Days (DSO — Days Sales Outstanding): the average number of days it takes to collect an invoice. Calculate it as (trade debtors ÷ annual credit sales) × 365. If your standard terms are 30 days"},{"t":"Credit control policy template","u":"/templates/credit-control-policy-template/","c":"Templates & checklists","e":"Template","s":"A ready-to-copy credit control policy — terms, a chase timeline, escalation and a stop-supply rule — so getting paid on time becomes a system, not a scramble.","b":"Why a written credit control policy pays for itself Most late payment isn't malice — it's the absence of a system. When chasing depends on someone remembering, invoices drift, awkwardness creeps in, and good customers quietly pay you last because there's no consequence for paying late. A written policy removes the emotion: every customer is treated the same, every chase happens on schedule, and your team knows exactly what to do without asking. Cash arrives faster, and your working capital stops leaking into other people's bank accounts.Copy the sections below into your company handbook or acc"},{"t":"Creditor days (DPO) calculator","u":"/calculators/creditor-days/","c":"Calculators","e":"Calculator","s":"How long you take to pay suppliers — a key lever on working capital.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Creditor days (DPO) calculator results are illustrative and not a quote or credit decision. Should I maximise creditor days? Stretching suppliers frees cash but can damage relationships and pricing. Balance it against early-payment discounts. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Customer lifetime value calculator","u":"/calculators/customer-ltv/","c":"Calculators","e":"Calculator","s":"What a typical customer is worth over the whole relationship.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. How does LTV help? Knowing LTV tells you how much you can afford to spend winning and keeping a customer — and how much working capital growth ties up. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Days cash on hand calculator","u":"/calculators/days-cash/","c":"Calculators","e":"Calculator","s":"How many days you could keep running on cash alone.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. How many days is healthy? Many advisors suggest 30–90 days of operating cost as a resilience buffer — more for seasonal or volatile trades. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Debt Recovery Letter Sequence for B2B Overdue Invoices","u":"/templates/debt-recovery-letter-sequence-b2b-uk/","c":"Templates & checklists","e":"Template","s":"A structured three-letter sequence escalates proportionately from polite reminder to formal pre-legal demand while creating the paper trail needed if court action follows.","b":"Stage 1: payment reminder (7–14 days overdue) The first letter should be firm but assume the non-payment may be an oversight. Reference the invoice number, the amount outstanding, the original due date, and your payment details. State the number of days overdue and ask for payment or confirmation of a payment date within five working days.Keep the tone professional. Many overdue invoices at this stage are the result of internal processing delays rather than deliberate non-payment, and an aggressive opener can damage the trading relationship unnecessarily. Stage 2: formal written demand (21–30 "},{"t":"Debt service coverage ratio (DSCR) calculator","u":"/calculators/dscr/","c":"Calculators","e":"Calculator","s":"The ratio lenders use to check your income comfortably covers loan repayments.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Debt service coverage ratio (DSCR) calculator results are illustrative and not a quote or credit decision. What DSCR do lenders want? Many look for 1.25×, meaning income is 25% above repayments. Credicorp assesses each company on its own merits. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Debtor Tracking Spreadsheet Outline for Accounts Receivable","u":"/templates/debtor-tracking-spreadsheet-outline-accounts-receivable/","c":"Templates & checklists","e":"Template","s":"A debtor tracking spreadsheet gives directors a live view of all money owed to the business, segmented by age, so that collection effort is directed where it will have the greatest impact.","b":"Core columns for a debtor register The debtor register is the accounts receivable equivalent of the payment schedule — a single document that lists every outstanding invoice by customer, with enough detail to track collection progress. Recommended columns include: customer name, invoice number, invoice date, due date, original amount, amount outstanding, currency, contact name, and last action taken.Auto-calculate days overdue from the due dateUse conditional formatting to highlight 30+, 60+ and 90+ day bucketsRecord every collection action (call, email, letter) with date and outcomeFlag dispu"},{"t":"Debtor days (DSO) calculator","u":"/calculators/debtor-days-calculator/","c":"Calculators","e":"Calculator","s":"See how long, on average, your customers take to pay — and how much cash you'd free up by collecting just a few days faster.","b":"What this calculator does Debtor days — also called days sales outstanding, or DSO — is the average number of days it takes your customers to pay you after you invoice them. It is the single most telling number in credit control: every extra day is a day your cash is sitting on someone else's balance sheet instead of yours.This tool takes your trade debtors and your annual credit sales and returns your DSO in days, the cash freed for each day you reduce it, and how much you'd release by hitting a target. It is built for UK limited companies that want to see, in pounds, what slow payment is cos"},{"t":"Departmental Budget Template: Cost Centre Planning for UK SMEs","u":"/templates/departmental-budget-template-cost-centre-uk-sme/","c":"Templates & checklists","e":"Template","s":"A departmental budget template distributes financial accountability across the business by giving each cost centre owner a structured view of their allocation and how it rolls into the company P&L.","b":"Why Departmental Budgets Matter for SMEs Many SMEs run a single company-level budget that no individual manager owns in full. When a cost overruns, accountability is diffuse. Departmental budgets assign specific spend categories to named cost centre owners — operations, sales, marketing, technology, finance — creating clear lines of responsibility for variance explanation and corrective action.For companies seeking commercial finance, a budgeting process that extends below the company level demonstrates management depth. A lender assessing a growing business will want to see that financial con"},{"t":"Director's weekly cash-flow dashboard","u":"/templates/director-cash-flow-dashboard-template/","c":"Templates & checklists","e":"Template","s":"A one-page weekly cockpit for owner-managers: bank balance, debtors, creditors due and the 4-week net position on a single screen. Five minutes a week to stay ahead of cash instead of reacting to it.","b":"Why owner-managers need a weekly view Monthly management accounts are essential, but a month is a long time in cash. By the time a monthly pack lands, a problem can be three weeks old. Owner-managers — who carry the company's cash position in their head whether they like it or not — need a lighter, faster instrument: a one-page dashboard, refreshed weekly, that shows the whole position at a glance and flags trouble while there is still time to act.This isn't a replacement for proper management accounts — it sits in front of them. Build it once in a spreadsheet, then spend five minutes each Mon"},{"t":"Discount impact (volume needed) calculator","u":"/calculators/markdown-impact/","c":"Calculators","e":"Calculator","s":"The extra volume a discount must generate just to stand still on profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why so much extra? A discount comes straight off your margin, so the volume uplift needed is far larger than the discount itself. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Dividend cover calculator","u":"/calculators/dividend-cover/","c":"Calculators","e":"Calculator","s":"Whether profits comfortably cover the dividends you pay out.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why does it matter? Cover below 1 means you're distributing more than you earn, drawing down reserves — and directors must ensure dividends are lawful. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"EBITDA margin calculator","u":"/calculators/ebitda-margin/","c":"Calculators","e":"Calculator","s":"Operating profitability before interest, tax, depreciation and amortisation.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why do lenders like EBITDA? It approximates cash generated by operations, which is what services debt — though it ignores capex and working-capital swings. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Early payment discount calculator","u":"/calculators/early-payment-discount/","c":"Calculators","e":"Calculator","s":"What offering (or taking) an early-payment discount really costs per year.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Take the discount or borrow? If the annualised discount cost is higher than your finance rate, short-term borrowing to pay on normal terms may be cheaper. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Early repayment savings calculator","u":"/calculators/early-repayment-savings-calculator/","c":"Calculators","e":"Calculator","s":"Estimate the interest you'd save by clearing a business loan ahead of schedule — and weigh it against any early-settlement charge.","b":"What this calculator does If your business has spare cash, clearing a loan early can save real money — but how much? This calculator estimates the interest you'd avoid by settling ahead of the original term. You enter the outstanding balance, the interest rate, the months remaining and how many months early you'd settle, and it returns the approximate interest saved.It's built for UK limited companies sitting on surplus cash and wondering whether to use it to pay down debt. The answer isn't always yes — the saving has to be weighed against any early-settlement charge and against what else the "},{"t":"Early settlement savings calculator","u":"/calculators/early-settlement/","c":"Calculators","e":"Calculator","s":"See your settlement figure and how much interest you'd save by clearing a loan early.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Early settlement savings calculator results are illustrative and not a quote or credit decision. Are there early-settlement fees? Some lenders charge them; this tool assumes none. Always check your agreement for early-repayment terms. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Equity multiplier (leverage) calculator","u":"/calculators/equity-multiplier/","c":"Calculators","e":"Calculator","s":"How much asset base each pound of owners' equity supports.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. How does it link to ROE? ROE = ROA × equity multiplier, so leverage amplifies returns — and risk — on the owners' capital. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Factor rate to APR converter","u":"/calculators/factor-rate-to-apr-calculator/","c":"Calculators","e":"Calculator","s":"Translate a factor rate (1.2, 1.35…) into total repayable, cost in pounds and an approximate annualised rate — so you can compare it with a normal loan.","b":"What this calculator does Merchant cash advances and some revenue-based finance aren't priced with an interest rate — they use a factor rate, a simple multiplier like 1.2 or 1.4. Borrow £20,000 at a factor of 1.3 and you repay £26,000, full stop. It looks refreshingly clear, but it hides how expensive the money really is, because there's no rate to compare against a normal loan. This calculator fixes that.Enter the advance, the factor rate and the expected repayment period, and it returns the total repayable, the cost of credit in pounds, and an approximate annualised rate. That last figure is"},{"t":"Fixed charge cover calculator","u":"/calculators/fixed-charge-cover/","c":"Calculators","e":"Calculator","s":"A stricter cover test that counts lease and rent commitments, not just loan interest.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why include leases? Leases are committed fixed payments just like interest, so lenders increasingly look at fixed charge cover for a fuller affordability picture. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Funding Application Checklist for UK SMEs","u":"/templates/funding-application-checklist-uk-sme/","c":"Templates & checklists","e":"Template","s":"Preparing a complete funding application in advance reduces delays, demonstrates credibility, and significantly improves the likelihood of a swift credit decision.","b":"Company Identity Documents Every commercial lender will verify your company's legal existence before proceeding. Gather the following before you begin the application.Companies House registration number and certificate of incorporationMemorandum and articles of association (or confirmation statement)Full legal name of all directors and shareholders holding 25% or moreRegistered office address and principal trading addressAny trading names or prior company names used Financial Documents Commercial lenders base their credit assessment primarily on your company's financial performance and cash fl"},{"t":"Funding Requirement Calculator Outline for UK Commercial Borrowers","u":"/templates/funding-requirement-calculator-outline-commercial-lending-uk/","c":"Templates & checklists","e":"Template","s":"Calculating a funding requirement before approaching a lender prevents both under-borrowing — which leaves a gap — and over-borrowing, which increases cost and risk beyond what the purpose demands.","b":"Four Components of a Commercial Funding Requirement A well-constructed funding requirement is the sum of four components: the primary purpose cost, associated transaction costs, a working capital bridge, and a contingency allowance. Conflating or omitting any of these produces an ask that will either require a return to the lender mid-project or tie up more capital than necessary.Primary purpose cost: the asset price, contract value, or project cost being funded — supported by quotes, contracts, or appraisalsTransaction costs: legal fees, survey fees, arrangement fees, stamp duty where applica"},{"t":"GDPR Basics Checklist for UK Limited Companies","u":"/templates/gdpr-basics-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"UK GDPR compliance is not a one-off project — it requires documented, maintained processes covering every point at which your company collects, stores, or shares personal data.","b":"Establish Your Lawful Basis for Processing Under UK GDPR you must have a documented lawful basis for every type of personal data processing your company carries out. The six lawful bases are: consent, contract, legal obligation, vital interests, public task, and legitimate interests. Most B2B companies rely primarily on contract and legitimate interests for processing customer and supplier contact data. Consent is often the weakest basis — do not default to it unless it is genuinely the most appropriate choice.Map every category of personal data you process to a lawful basisIf using legitimate"},{"t":"Gearing (debt-to-equity) calculator","u":"/calculators/gearing-ratio/","c":"Calculators","e":"Calculator","s":"How reliant your business is on borrowing versus owners' capital.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Is high gearing bad? Not inherently — it can boost returns. But it raises risk if income falls, and lenders watch it closely. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Gross margin & markup calculator","u":"/calculators/gross-margin/","c":"Calculators","e":"Calculator","s":"See your gross margin and the equivalent markup on cost in one place.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Gross margin & markup calculator results are illustrative and not a quote or credit decision. Margin vs markup? Margin is profit as a share of the selling price; markup is profit as a share of cost. A 50% markup is only a 33% margin. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Gross margin & markup calculator","u":"/calculators/gross-margin-calculator/","c":"Calculators","e":"Calculator","s":"Turn revenue and cost of sales into gross profit, margin % and markup % — and stop confusing the two figures that quietly wreck pricing.","b":"What this calculator does Gross margin is the profit left in every pound of sales once you've paid for the goods or services behind them. This calculator takes your revenue and your cost of sales and returns three things: gross profit in pounds, gross margin as a percentage of sales, and markup as a percentage of cost. They sound interchangeable but they aren't — and mixing them up is one of the most common, most expensive mistakes a trading business makes.Run it on a single product to sanity-check a price, or on your whole company's figures to see the headline margin a lender or your accounta"},{"t":"Hiring Your First Employee — UK Limited Company Checklist","u":"/templates/hiring-first-employee-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"Taking on your first employee triggers a cluster of legal, payroll, and insurance obligations that must be in place before the employee's first day of work.","b":"Before You Make an Offer Establish the role clearly before advertising. Write a job description that accurately reflects duties, hours, and the location of work. Decide on the employment type — permanent, fixed-term, or zero-hours — as each carries different statutory rights. Confirm the salary or rate is at or above the current National Living Wage or National Minimum Wage for the worker's age band. Check the current rates on gov.uk before making any offer. HMRC and Payroll Setup If you do not already have a PAYE scheme, register as an employer with HMRC before your employee's first payday. T"},{"t":"Hourly / day rate calculator","u":"/calculators/hourly-rate/","c":"Calculators","e":"Calculator","s":"The rate you must charge to hit a target income from your billable hours.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why fewer billable hours than worked? Admin, sales, holidays and downtime mean only part of your week is billable — build that in or you'll undercharge. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Interest cover calculator","u":"/calculators/interest-cover/","c":"Calculators","e":"Calculator","s":"How comfortably your operating profit covers interest payments.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. What cover do lenders want? Often 2–3× or more. Below ~1.5× a lender will look hard at affordability. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Inventory turnover calculator","u":"/calculators/inventory-turnover/","c":"Calculators","e":"Calculator","s":"How fast you sell through stock — and how much cash it locks up.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Inventory turnover calculator results are illustrative and not a quote or credit decision. Is higher always better? Usually, but too high can mean stockouts and lost sales. Compare against your sector norm. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Investment payback calculator","u":"/calculators/payback-period/","c":"Calculators","e":"Calculator","s":"How long until an investment pays for itself in extra cash.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Does payback ignore anything? Yes — it ignores cash after payback and the time value of money. Pair it with ROI or NPV for big decisions. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Invoice finance cost calculator","u":"/calculators/invoice-finance-calculator/","c":"Calculators","e":"Calculator","s":"See how much cash an unpaid invoice releases today, what the service fee and discount charge add up to, and the true cost as an annualised rate.","b":"What this calculator does Invoice finance lets you draw cash against money your customers already owe you, instead of waiting 30, 60 or 90 days for them to pay. This calculator turns the headline percentages a provider quotes into pounds you can actually plan around.Enter the invoice value, the advance rate (the share paid to you up front), the service fee and the discount charge, plus how long the invoice stays outstanding. The tool returns three numbers that matter: the cash advanced on day one, the total fees you pay over the life of the invoice, and the net amount you keep once the custome"},{"t":"KPI Dashboard Outline for UK SME Directors","u":"/templates/kpi-dashboard-outline-for-uk-sme-directors/","c":"Templates & checklists","e":"Template","s":"A structured KPI dashboard outline that helps directors select, organise and review the metrics that reflect actual business health rather than activity noise.","b":"Why most SME dashboards fail The most common dashboard failure is tracking too many metrics, most of which either cannot be influenced by management decisions or do not reflect outcomes that matter. A useful dashboard contains a small number of metrics that are current, accurate, directly connected to business objectives, and reviewed at a frequency that allows action before small problems become large ones.This outline proposes a four-quadrant structure. Start with no more than three metrics per quadrant; add only when you have evidence that the additional metric changes decisions. Quadrant 1"},{"t":"Late Payment Demand Letter Template for UK B2B Creditors","u":"/templates/late-payment-demand-letter-template-uk-b2b/","c":"Templates & checklists","e":"Template","s":"A formal late payment demand letter crystallises the exact amount owed including statutory interest and compensation, and signals to the debtor that you are prepared to pursue the matter through legal channels.","b":"When to send a formal demand letter A formal demand letter is appropriate once informal chasers — calls, emails, payment reminders — have failed to produce payment or a credible payment commitment. It serves two purposes: it may prompt payment from a debtor who takes formal correspondence more seriously than routine chasers, and it creates a documented record that demonstrates you pursued the debt proportionately before resorting to legal action.For undisputed B2B debts, a formal demand letter is typically sent 30–45 days after the invoice due date, having already sent at least one payment rem"},{"t":"Late Payment Reminder Letter Template for UK Limited Companies","u":"/templates/late-payment-reminder-letter-template-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A clear, three-stage reminder sequence helps directors recover overdue invoices without damaging client relationships — and establishes the paper trail needed if the debt proceeds to formal recovery.","b":"Why a written sequence matters Chasing payment verbally leaves no audit trail. A written sequence — first reminder, second notice, final demand — documents that you gave the debtor reasonable opportunity to pay before you escalated. Courts and collection agencies will ask to see this record, so the letters serve a dual purpose: they prompt payment and they build your legal position.Under the Late Payment of Commercial Debts (Interest) Act 1998, once an invoice is overdue between businesses, statutory interest accrues automatically. You do not need to mention this in the first reminder, but ref"},{"t":"Late payment chaser letter templates","u":"/templates/late-payment-chasing-letter-templates/","c":"Templates & checklists","e":"Template","s":"A sequence of chaser letters — polite reminder, firm follow-up, final demand and a statutory-interest demand — ready to copy, fill and send.","b":"How to use these templates Chasing payment works best as a calm, escalating sequence — each letter a notch firmer than the last, sent on a fixed schedule so nothing slips. Copy the wording below, replace everything in [square brackets], and send on the cadence set out in your credit control policy. Keep every chase polite and professional even as it firms up; the goal is to get paid and keep the customer, not to vent. Always attach a copy of the invoice and log each contact against the account.These are practical templates for UK limited companies, not legal advice. If a debt becomes genuinely"},{"t":"Late payment interest calculator (UK statutory)","u":"/calculators/late-payment-interest/","c":"Calculators","e":"Calculator","s":"What a UK business can charge on a late commercial invoice — statutory interest plus fixed compensation.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. Where do the fixed sums come from? Under the Late Payment of Commercial Debts legislation you can claim a fixed sum per invoice: £40 for debts under £1,000, £70 for £1,000–£9,999.99, and £100 for £10,000 or more — on top of interest at the Bank of England base rate plus 8%. Figures are illustrative. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Loan Readiness Checklist for UK Limited Companies","u":"/templates/loan-readiness-checklist-for-uk-limited-companies/","c":"Templates & checklists","e":"Template","s":"This checklist ensures your company has the financial records, governance documents and loan rationale that lenders typically require before assessing an application.","b":"Why preparation reduces decision time Commercial lenders assess applications against a defined set of criteria. A company that arrives with complete, well-organised documentation typically receives a faster decision than one that requires repeated requests for missing items. This checklist mirrors the documentation a typical commercial lender will request, though each lender's requirements will differ in detail.Working through the checklist before approaching any lender also surfaces gaps in your own financial records that are better addressed in advance. Financial documents Filed accounts for"},{"t":"Loan affordability (debt service cover) calculator","u":"/calculators/dscr-affordability/","c":"Calculators","e":"Calculator","s":"How comfortably your cash flow covers loan repayments — the ratio lenders use to gauge affordability.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. What DSCR do lenders want? Many look for 1.25x or more, meaning cash available is at least 1.25 times the repayments. Below about 1.1x an application looks stretched. Illustrative — every lender sets its own bar. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Loan comparison worksheet","u":"/templates/loan-comparison-worksheet/","c":"Templates & checklists","e":"Template","s":"Comparing commercial loan offers on headline rate alone is misleading — a structured comparison worksheet captures total cost of credit, fees, covenant burden and flexibility to reveal which offer genuinely suits your business.","b":"Why headline rate is not the right comparison point A commercial loan with a lower interest rate may cost more in total than one with a higher rate once arrangement fees, exit fees, early repayment charges, and monitoring fees are included. A loan with minimal fees but restrictive financial covenants may constrain your operations in ways that carry an indirect cost. The worksheet below helps you compare offers on a consistent basis.These figures are illustrative and not a quote. Use actual terms from each lender's formal offer letter, not indicative terms from early conversations, which are su"},{"t":"Loan offer review checklist","u":"/templates/loan-offer-review-checklist/","c":"Templates & checklists","e":"Template","s":"Every line to check on a business finance offer before you sign — total repayable, all fees, early-settlement terms, security and personal guarantee, and the repayment schedule. Copy the list and tick each one.","b":"Why the offer, not the rate, is what you sign An interest rate is a marketing number; the offer document is the contract. Two facilities with the same rate can cost very differently once fees, term and early-settlement rules are in. Before you sign, read the whole offer and check it line by line against this list — fifteen minutes here can save a great deal later, and a reputable lender will happily answer every question you raise.This checklist is built for UK limited-company directors reviewing a business finance offer. Pair it with the true cost of borrowing calculator so you are checking t"},{"t":"Loan-readiness checklist","u":"/templates/loan-readiness-checklist/","c":"Templates & checklists","e":"Template","s":"A loan-readiness checklist that gets your numbers, documents and story straight before you apply — so a lender sees a well-run company and you get a faster, better-priced decision.","b":"What 'loan-ready' actually means Being loan-ready isn't about a perfect business — it's about being easy to assess. A lender's job is to judge two things quickly: can this company afford the repayments, and is it well run? The more clearly your figures and documents answer those questions, the faster the decision and the better the terms you're likely to be offered.This checklist focuses on short-term business finance for UK limited companies — borrowing by the company, not the director personally. Work through each section before you apply. Most of it is preparation you should be doing anyway"},{"t":"Management accounts checklist","u":"/templates/management-accounts-checklist/","c":"Templates & checklists","e":"Template","s":"A monthly management accounts checklist — the exact statements, reconciliations and KPIs to produce each period so you run the company on real numbers, not gut feel.","b":"Why management accounts matter Statutory accounts tell HMRC and Companies House how you did last year. Management accounts tell you how you're doing this month — early enough to do something about it. They're the difference between steering the business and reading the post-mortem.You don't need them audited or filed; you need them timely, consistent and honest. A rough pack produced ten days after month-end beats a perfect one produced three months late. This checklist sets out the core pack to produce each period, the reconciliations that keep it trustworthy, and the metrics worth tracking. "},{"t":"Markup & selling-price calculator","u":"/calculators/markup-price/","c":"Calculators","e":"Calculator","s":"Set a selling price from cost and a target markup — and see the true margin it produces.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Markup & selling-price calculator results are illustrative and not a quote or credit decision. Does a 100% markup mean 100% margin? No. A 100% markup doubles the price, which is a 50% gross margin. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Markup to margin converter","u":"/calculators/markup-margin/","c":"Calculators","e":"Calculator","s":"Markup and margin are not the same — see the price and the true gross margin a markup gives.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. Why isn't a 50% markup a 50% margin? Markup is profit over cost; margin is profit over price. A 50% markup on £40 cost gives a £60 price and a 33.3% margin, because the profit is measured against the larger sale figure. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Merchant cash advance calculator","u":"/calculators/merchant-cash-advance-calculator/","c":"Calculators","e":"Calculator","s":"Turn a factor rate into the figure that matters — total repayable, the slice taken from each day's card takings, and the equivalent APR.","b":"What a merchant cash advance is A merchant cash advance (MCA) gives a business a lump sum in exchange for a fixed percentage of its future card sales until an agreed total is repaid. It is popular with retail, hospitality and other card-heavy trades because repayments flex with takings — you pay more on busy days and less on quiet ones.The catch is that MCAs are not priced as an interest rate. They use a factor rate, a multiplier applied to the advance. A factor rate of 1.4 on £10,000 means you repay £14,000 regardless of how quickly you clear it. This calculator converts that multiplier into "},{"t":"Monthly Management Accounts Template for UK SMEs","u":"/templates/monthly-management-accounts-template-uk-sme/","c":"Templates & checklists","e":"Template","s":"A consistent monthly management accounts pack gives directors the structured financial intelligence needed to run the business and satisfy lender reporting covenants without waiting for year-end statutory accounts.","b":"What a complete management accounts pack should contain A monthly management accounts pack typically opens with a one-page KPI dashboard showing the headline numbers a director or lender needs at a glance: revenue, gross margin, EBITDA, cash balance, debtor days, and creditor days. The pack then presents the full P&L with current month and year-to-date actuals against budget and prior year, followed by the balance sheet and a cash flow statement or 13-week rolling forecast.Supporting schedules — such as the aged debtor and creditor reports, a fixed asset register movement summary, and a loan r"},{"t":"Negotiating supplier payment terms","u":"/templates/supplier-payment-terms-guide/","c":"Templates & checklists","e":"Template","s":"Every extra day you take to pay suppliers is free working capital. Here's how to negotiate better terms — with scripts and a prep checklist — without damaging the relationship.","b":"Why supplier terms are cheap working capital Trade credit from your suppliers is, in effect, an interest-free loan for as long as the terms run. Moving from paying on delivery to 30 days, or from 30 to 45, releases roughly one to one-and-a-half months of that supplier's spend straight back into your bank balance — and it stays released for as long as you keep trading. There's no facility fee and no interest.The catch is that it has to be negotiated and honoured. Terms you take unilaterally by simply paying late damage your supplier, your reputation and eventually your supply. The goal here is "},{"t":"Net profit margin calculator","u":"/calculators/net-margin/","c":"Calculators","e":"Calculator","s":"How much of every pound of sales actually becomes net profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Net profit margin calculator results are illustrative and not a quote or credit decision. What's a good net margin? It varies hugely by sector — low for high-volume trade, higher for services. Track the trend more than the absolute number. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"New Customer Credit Check Checklist for UK Limited Companies","u":"/templates/new-customer-credit-check-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A consistent credit check process before extending trade credit lets directors make risk-based decisions rather than instinctive ones, and documents the rationale if a debt later goes bad.","b":"Identity and registration checks Before any credit is extended, confirm the customer entity actually exists and is actively registered. Search Companies House to verify the company number, registered name, registered address, incorporation date, and current status. Check that the company is not subject to a winding-up order, administration, or county court judgments, all of which are publicly available. Confirm the directors named in the customer's communications match the current officer list on Companies House.Confirm company is not dissolved, struck off or in liquidationNote the SIC code — "},{"t":"New Limited Company Setup Checklist — UK","u":"/templates/new-limited-company-setup-checklist-uk/","c":"Templates & checklists","e":"Template","s":"Incorporating a limited company is straightforward, but the compliance, tax, and operational steps that follow incorporation require methodical attention in the first 90 days.","b":"Incorporation and Legal Setup Register your company at Companies House using the online service (currently £12) or through a formation agent. Choose your Standard Industrial Classification (SIC) code carefully as it affects how HMRC and lenders categorise your business. Confirm your company name is not already registered or trademarked.Reserve and register your preferred company nameAppoint at least one director (must be a natural person aged 16+)Issue shares and complete the statement of capitalAppoint a company secretary if required (optional for private companies)Register a UK registered of"},{"t":"New contract mobilisation cost checklist","u":"/templates/new-contract-mobilisation-cost-checklist/","c":"Templates & checklists","e":"Template","s":"A checklist of every upfront cost of starting a won contract — staff, stock, equipment, deposits and the pay gap — so you can size the working capital that carries you from day one to the first invoice being paid.","b":"Winning the contract is when the cash leaves A new contract feels like the moment the money arrives. In cash terms it is the opposite: it is the moment money starts leaving — on staff, stock, equipment and setup — weeks or months before the client pays a penny. This gap between spending to deliver and being paid for it is mobilisation cost, and underestimating it is a classic way for a growing, profitable business to run out of cash.This checklist lists every upfront cost so you can total them, add the pay gap, and size the working capital you need to deliver the contract without straining the"},{"t":"Non-Disclosure Agreement Outline for UK B2B Engagements","u":"/templates/non-disclosure-agreement-outline-b2b-uk/","c":"Templates & checklists","e":"Template","s":"A well-structured NDA defines what is confidential, who may access it, and what happens if it is disclosed without authorisation, before any sensitive information changes hands.","b":"Mutual versus one-way NDAs A one-way (unilateral) NDA protects information flowing from one party (the discloser) to another (the recipient). Use this when only one party is sharing sensitive information — for example, when you are sharing proprietary pricing models or technical specifications with a potential supplier.A mutual (bilateral) NDA protects confidential information flowing in both directions and is appropriate for joint venture discussions, partnership negotiations, or due diligence processes where both parties share sensitive material. Most parties prefer mutual NDAs because they "},{"t":"One-page business plan outline","u":"/templates/business-plan-outline-template/","c":"Templates & checklists","e":"Template","s":"A concise, structured business plan communicates your trading model and funding case to a lender faster than a lengthy document, and forces clarity on the numbers that matter.","b":"Section 1: Business overview State what the company does, when it was incorporated, where it trades, and who owns and runs it. Include Companies House registration number, registered address, and SIC code. Two to three sentences is sufficient — lenders can verify the basics; the purpose of this section is orientation, not marketing.Note the legal structure (private limited company), whether the company is VAT-registered, and any group structure if relevant. If the company is part of a group, identify the ultimate parent and any cross-guarantees. Section 2: Trading model and market position Exp"},{"t":"Operating margin calculator","u":"/calculators/operating-margin/","c":"Calculators","e":"Calculator","s":"Profitability from core trading, before interest and tax.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Operating vs net margin? Operating margin excludes interest and tax, so it isolates how well the core business itself trades. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Overdraft cost calculator","u":"/calculators/overdraft-cost/","c":"Calculators","e":"Calculator","s":"What an overdraft really costs per year — and whether a loan is cheaper.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Overdraft or loan? Overdrafts suit short, fluctuating gaps; a term loan is usually cheaper for a steady, longer need. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Overdraft vs loan cost calculator","u":"/calculators/overdraft-vs-loan-cost-calculator/","c":"Calculators","e":"Calculator","s":"Put an overdraft and a fixed loan side by side — rates, fees and term — and see which is genuinely cheaper for the money you need.","b":"What this calculator does An overdraft and a term loan solve overlapping problems in very different ways, and the cheaper one depends entirely on how you'll use the money. This calculator compares the two directly. You enter the amount you need, the overdraft's rate and any fee, and the loan's rate and term, and it returns the cost of each plus a clear verdict on which works out cheaper for your situation.The key distinction it captures: an overdraft charges interest only on what you actually use, day by day, while a term loan charges interest on the full balance across a fixed term. For a con"},{"t":"Payment Terms Clause Template for B2B Invoices","u":"/templates/payment-terms-clause-template-b2b-invoice/","c":"Templates & checklists","e":"Template","s":"A precisely worded payment terms clause determines when money is legally due and sets the mechanism for recovering it if a client delays.","b":"Anatomy of a payment terms clause A well-constructed payment clause does four things: it states the due date with clarity (\"30 days from invoice date\" rather than \"30 days net\" which is ambiguous); it specifies the payment method and any banking details; it sets out what interest accrues on late amounts; and it addresses how part-payments are allocated — for example, to the oldest invoice first.Ambiguous clauses such as \"payment within a reasonable time\" give clients maximum latitude and leave you with minimum leverage. Precision protects cash flow. Sample clause wording (illustrative, not leg"},{"t":"Petty Cash Log Template and Internal Controls for Limited Companies","u":"/templates/petty-cash-log-template-internal-controls-limited-company/","c":"Templates & checklists","e":"Template","s":"A properly maintained petty cash log ensures that every small cash payment is authorised, evidenced by a receipt, and reconciled to the imprest float — eliminating the most common source of minor fraud in small businesses.","b":"The imprest system explained The imprest system is the standard method for managing a petty cash float. A fixed amount — the imprest balance — is held in the petty cash box. Each time a payment is made, a receipt is collected and placed in the box. The cash balance plus the value of receipts in the box should always equal the imprest amount. When the cash is running low, the custodian totals the receipts, codes them to the correct accounts, and requests a cheque or bank transfer to replenish the float to the original imprest amount.The imprest system makes discrepancies immediately visible: if"},{"t":"Price increase calculator (cost rise)","u":"/calculators/price-increase/","c":"Calculators","e":"Calculator","s":"The price rise needed to hold your margin when supplier costs go up.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Should I pass on the full rise? To keep the same margin %, yes — but test customer sensitivity; sometimes a smaller rise plus efficiency works better. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Pricing Review Worksheet for Limited Companies","u":"/templates/pricing-review-worksheet-for-limited-companies/","c":"Templates & checklists","e":"Template","s":"Use this worksheet to audit your current pricing structure against costs, market rates and customer segments before committing to any change.","b":"Why directors should review pricing formally Many limited companies set prices at launch and adjust them only under acute pressure — a supplier invoice spike or a lost tender. A scheduled pricing review forces you to examine whether your current rates still reflect your real cost base, your market position and your desired margin, before a problem forces the question.This worksheet structures that review into three sequential steps: understanding your cost floor, benchmarking against the market, and stress-testing margin at different volume assumptions. Section 1 — Cost floor analysis List eve"},{"t":"Professional invoice template guide","u":"/templates/invoice-template-guide/","c":"Templates & checklists","e":"Template","s":"A clear, compliant invoice gets you paid faster and avoids disputes. This guide gives you the exact fields a UK business invoice needs and the layout that removes excuses for late payment.","b":"Why the invoice itself affects when you get paid An invoice is not just a request for money — it is the document a customer's accounts team uses to approve payment. If it is missing a purchase-order number, has the wrong contact, or leaves the due date ambiguous, it goes to the bottom of the pile and you chase it for weeks. A complete, unambiguous invoice removes every reasonable excuse for delay.For UK limited companies there is also a compliance angle: certain fields are legally required, and more still if you are VAT-registered. Getting the format right once, in a reusable template, means e"},{"t":"Profit & loss template","u":"/templates/profit-and-loss-template/","c":"Templates & checklists","e":"Template","s":"A clean profit & loss structure you can copy into a spreadsheet, with the exact rows that take you from sales to net profit — and what each line tells a lender.","b":"What a profit & loss actually shows A profit & loss statement (P&L, or income statement) shows whether your business made money over a period — a month, a quarter or a year. It starts with sales at the top and works down through your costs to the profit at the bottom. Read in sequence, it tells a story: how much you sold, what it cost to deliver, what it cost to run the business, and what was left.It differs from a cash-flow forecast, which tracks the timing of money moving. A P&L can show a profit in a month you were short of cash, because it records income when earned, not when b"},{"t":"Profit and Loss Statement Template for UK Limited Companies","u":"/templates/profit-and-loss-statement-template-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A clear profit and loss statement gives directors a reliable snapshot of trading performance against which lenders, accountants, and the board can measure progress.","b":"What the profit and loss statement covers A profit and loss statement (P&L) records your company's revenues, cost of sales, gross profit, operating expenditure, and net profit or loss over a defined period. For management purposes it is typically produced monthly or quarterly, and annually as part of statutory accounts filed at Companies House.The statement moves from turnover at the top through to profit before tax at the bottom, with intermediate lines for gross profit and operating profit (EBIT). Including an EBITDA calculation — earnings before interest, tax, depreciation, and amortisation"},{"t":"Profit per employee calculator","u":"/calculators/profit-per-employee/","c":"Calculators","e":"Calculator","s":"How much profit each team member's work ultimately generates.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why track it? Rising profit per employee signals you're scaling efficiently; a falling figure can flag over-hiring ahead of revenue. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Profit target revenue calculator","u":"/calculators/profit-target/","c":"Calculators","e":"Calculator","s":"The turnover you need to hit a profit goal at your gross margin.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Why divide by margin? Only your gross margin is left to cover fixed costs and profit, so each £1 of target needs £1/margin of sales. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Purchase Order Template for UK Business Procurement","u":"/templates/purchase-order-template-uk-business-procurement/","c":"Templates & checklists","e":"Template","s":"A formal purchase order system creates a contractually binding commitment document and an auditable spend authorisation trail that protects your company and satisfies lender due diligence requirements.","b":"Why a formal purchase order system matters Issuing a purchase order before a supplier delivers goods or services creates a documented, dated record of what was ordered, at what price, and under what terms. Without POs, companies commonly face disputed invoices, unauthorised spend, and an inability to demonstrate to auditors or lenders that liabilities on the balance sheet correspond to genuine, approved business expenditure.For companies with external lending facilities, lenders and auditors increasingly expect to see a functioning PO system as evidence of sound financial controls. A three-way"},{"t":"Quick ratio (acid test) calculator","u":"/calculators/quick-ratio/","c":"Calculators","e":"Calculator","s":"Test whether your business can cover short-term liabilities without relying on selling stock.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Quick ratio (acid test) calculator results are illustrative and not a quote or credit decision. Why exclude inventory? Inventory can be slow to convert to cash, so the quick ratio is a stricter liquidity test than the current ratio. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Remittance Advice Template for Supplier Payment Notification","u":"/templates/remittance-advice-template-supplier-payment-notification/","c":"Templates & checklists","e":"Template","s":"A remittance advice slip tells a supplier exactly which invoices a BACS or bank transfer payment covers, eliminating allocation disputes and reducing the time both parties spend on reconciliation.","b":"Purpose and legal context of remittance advice A remittance advice is a document sent by a buyer to a supplier at the point of payment, confirming the total amount paid and listing each invoice or credit note included in that payment. While there is no statutory requirement to issue remittance advice under UK law, it is widely considered standard commercial practice and is expected by most suppliers with structured accounts receivable functions.Without remittance advice, suppliers must manually investigate unallocated receipts in their bank statements — a process that consumes time and can res"},{"t":"Retention of Title Clause Template for UK Goods Suppliers","u":"/templates/retention-of-title-clause-template-goods-supplier-uk/","c":"Templates & checklists","e":"Template","s":"A retention of title clause means legal ownership of goods remains with the supplier until full payment is received, providing a critical layer of protection if the buyer becomes insolvent.","b":"What retention of title achieves When you supply goods on credit, the buyer has possession but you retain legal title until payment clears. If the buyer enters administration or liquidation before paying, a properly drafted RoT clause allows you to recover the goods — or their proceeds — ahead of the buyer's unsecured creditors, who would otherwise share whatever remains in the estate.Without an RoT clause, goods delivered on credit pass title on delivery by default under the Sale of Goods Act 1979. You become an unsecured creditor, and recovery is likely to be partial at best. Simple versus e"},{"t":"Return on assets (ROA) calculator","u":"/calculators/roa/","c":"Calculators","e":"Calculator","s":"How efficiently your assets generate profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. ROA vs ROE? ROA measures return on all assets; ROE measures return on owners' equity only, so gearing lifts ROE above ROA. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Return on borrowed capital calculator","u":"/calculators/return-on-borrowing-calculator/","c":"Calculators","e":"Calculator","s":"Borrowing is only worth it if the money earns more than it costs. Enter the amount, the cost of the finance and the extra profit you expect, and see your net gain and return on borrowed capital.","b":"What this calculator does This calculator answers the only question that matters when you borrow for growth: will the money earn more than it costs? You enter how much you intend to borrow, the total cost of the finance over the term, and the extra gross profit you expect the money to generate. It returns your net gain after finance costs and your return on borrowed capital as a percentage.It reframes borrowing the way a finance director should see it — not as a debt to be feared, but as an investment with a cost and an expected return. Sensible borrowing has a positive net gain and a return c"},{"t":"Return on capital employed (ROCE) calculator","u":"/calculators/roce/","c":"Calculators","e":"Calculator","s":"How efficiently your business turns the capital it uses into operating profit.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Return on capital employed (ROCE) calculator results are illustrative and not a quote or credit decision. Why does ROCE matter for borrowing? If ROCE comfortably exceeds the cost of finance, borrowing to grow can be value-creating. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Return on equity (ROE) calculator","u":"/calculators/roe/","c":"Calculators","e":"Calculator","s":"The return your business generates on the owners' capital.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Is a higher ROE always better? Not if it's driven purely by heavy borrowing — check gearing alongside it. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Revenue growth projection calculator","u":"/calculators/revenue-growth/","c":"Calculators","e":"Calculator","s":"Project turnover forward at a compound growth rate.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Does growth need funding? Often yes — faster growth ties up more working capital in stock and debtors before the cash comes back. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Revenue per employee calculator","u":"/calculators/revenue-per-employee/","c":"Calculators","e":"Calculator","s":"A quick productivity benchmark — sales generated per team member.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. What's a good number? It's sector-specific; track your own trend and compare with peers rather than chasing an absolute figure. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Sales Forecast Template: Pipeline-to-Revenue for UK B2B Companies","u":"/templates/sales-forecast-template-pipeline-to-revenue-uk-b2b/","c":"Templates & checklists","e":"Template","s":"A pipeline-weighted sales forecast converts a live opportunity list into probability-adjusted revenue projections that feed directly into P&L and cash flow models without requiring manual reconciliation.","b":"Building a Stage-Weighted Pipeline The template assigns a probability percentage to each pipeline stage based on historical win rates, not optimistic estimates. A prospect at the proposal stage might carry a 40% probability; a contract under legal review might carry 80%. Applying these probabilities to opportunity values produces a weighted pipeline — the expected revenue contribution of each deal adjusted for likelihood of closing.The five default stages are: Identified, Qualified, Proposal Sent, Negotiating, and Contract Under Review. Directors should calibrate the probability for each stage"},{"t":"Savings goal calculator","u":"/calculators/savings-goal/","c":"Calculators","e":"Calculator","s":"The monthly amount needed to reach a savings target on time.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. What if rates change? Treat the result as a guide and review periodically — higher rates mean you need to save slightly less. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Scenario Planning Worksheet: Best, Base and Downside for UK SMEs","u":"/templates/scenario-planning-worksheet-best-base-downside-uk-sme/","c":"Templates & checklists","e":"Template","s":"A structured scenario worksheet lets directors model divergent revenue and cost paths simultaneously, so financing decisions are tested against realistic downside conditions — not just the plan.","b":"The Case for Three Scenarios, Not One A single-line budget creates false confidence. Most businesses hit neither their optimistic plan nor collapse — they navigate a corridor between the two. Three parallel scenarios make that corridor explicit and force directors to articulate the assumptions that drive variance, not just the outcomes.For companies seeking commercial finance, presenting a funded base case alongside a stress-tested downside demonstrates that management has considered repayment capacity under adverse conditions. This materially improves lender confidence. Defining Your Scenario"},{"t":"Seasonal Cashflow Planner for UK Businesses","u":"/templates/seasonal-cashflow-planner-for-uk-businesses/","c":"Templates & checklists","e":"Template","s":"A month-by-month planning framework that helps directors map seasonal income and expenditure patterns and identify periods where cash may fall short.","b":"Why seasonal cashflow deserves a dedicated template Most UK businesses experience predictable seasonal patterns — retail peaks at Christmas, construction slows in winter, professional services thin out in August. A standard annual cashflow forecast can obscure these within averaged monthly figures. This planner isolates each month so that low-revenue periods become visible well in advance.Early visibility is the only way to arrange bridging finance, delay non-essential expenditure, or negotiate extended payment terms with suppliers before the cash gap actually arrives. Building your monthly in"},{"t":"Seasonal cash buffer calculator","u":"/calculators/seasonal-cash-buffer-calculator/","c":"Calculators","e":"Calculator","s":"Find the cash cushion that carries your business through its quiet season — and see how big the gap is before it becomes a crisis.","b":"What this calculator does Most businesses don't earn evenly across the year. A landscaper, an events caterer, a seaside retailer or a B2B firm that goes quiet over summer all face the same problem: fixed costs keep running when revenue dips. This calculator works out the size of the cash buffer you need to cover that trough — and tells you how many months of cover your current cash actually gives you.You enter your typical monthly outgoings, how much revenue falls in your quiet season and how long that season lasts. It returns the shortfall to plan for, a recommended buffer, and a simple read "},{"t":"Seasonal cash-flow plan template","u":"/templates/seasonal-business-cash-plan-template/","c":"Templates & checklists","e":"Template","s":"A month-by-month framework for seasonal businesses to map peaks and troughs, size the buffer that carries you through the quiet months, and time any borrowing to the calendar rather than to a crisis.","b":"Why seasonal businesses need their own plan A flat annual budget hides the very thing that catches seasonal businesses out: cash arrives in bursts, but rent, wages and stock orders carry on every month. A profitable year can still produce a frightening February if the summer takings are spent before the winter trough arrives. A seasonal cash plan exists to surface those dips in advance, so you fund them deliberately instead of scrambling.The structure below maps your trading rhythm month by month, then turns it into two practical numbers: the buffer you must carry into each trough, and the tim"},{"t":"Small business KPI dashboard template","u":"/templates/kpi-dashboard-template/","c":"Templates & checklists","e":"Template","s":"A one-page KPI dashboard keeps the eight to twelve numbers that actually move your business in front of you every week. Copy the structure below into a spreadsheet and review it on a fixed day.","b":"What a KPI dashboard is for A KPI dashboard is a single view of the handful of measures that tell you whether your business is healthy and heading where you want it to go. The discipline is choosing few metrics, not many. A director who tracks twelve numbers every Monday makes faster, better decisions than one who downloads forty reports nobody reads.Good KPIs share three traits: they are measurable from data you already hold, they are leading or near-real-time rather than a year out of date, and someone owns each one. If a number cannot trigger an action, it is reporting, not a KPI. Build the"},{"t":"Staff Expense Policy Template for UK Limited Companies","u":"/templates/staff-expense-policy-template-limited-company/","c":"Templates & checklists","e":"Template","s":"A written expense policy removes ambiguity for employees, reduces the risk of fraudulent or non-compliant claims, and gives HMRC clarity on the basis for any dispensation or scale rate agreement the company operates.","b":"What an expense policy must cover An expense policy sets out which categories of expenditure the company will reimburse, the limits that apply within each category, the evidence required to claim, and the process for submission and approval. Without a written policy, employees may claim expenses in good faith that are not tax-deductible for the company or that attract a benefit-in-kind liability on the employee's personal tax. A clear policy prevents both outcomes.Business travel — mileage, rail, air, taxi, parkingSubsistence — meals and accommodation when away overnight on businessClient ente"},{"t":"Statement of Work Template for UK Professional Services Contracts","u":"/templates/statement-of-work-template-professional-services-uk/","c":"Templates & checklists","e":"Template","s":"A statement of work pins down exactly what will be delivered, by when, and for how much, preventing the scope creep that erodes margins on fixed-price engagements.","b":"When to use a statement of work A statement of work (SoW) is used alongside a master services agreement (MSA) or general terms of business to define the specifics of a single engagement. While the MSA governs liability, IP, and payment mechanics, the SoW states what is being built or delivered, the timeline, acceptance criteria, and the price for that particular project.Using a modular MSA-plus-SoW structure means you only need to negotiate the headline legal terms once; each new project triggers a new SoW rather than a full contract renegotiation. Recommended structure Background and objectiv"},{"t":"Stock Reorder Planner for UK Product Businesses","u":"/templates/stock-reorder-planner-for-product-businesses/","c":"Templates & checklists","e":"Template","s":"This planner helps directors calculate reorder points, safety stock levels and optimal order quantities to balance availability against working capital.","b":"The cost of getting stock timing wrong Stockouts cost sales and customer goodwill; overstocking ties up working capital and creates storage costs, spoilage risk and obsolescence. Both failures are common in growing product businesses, and both stem from the same root cause: reorder decisions made by instinct rather than calculation. This planner replaces instinct with a repeatable process. Step 1 — Establish demand rate and lead time per SKU For each stock-keeping unit, calculate your average daily or weekly sales volume using the last ninety days of sales data. Then confirm the supplier lead "},{"t":"Stock cover (days) calculator","u":"/calculators/stock-cover/","c":"Calculators","e":"Calculator","s":"How many days of sales your current stock would cover.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Too much cover? Excess stock ties up cash and risks obsolescence; too little risks stockouts. Aim for the sweet spot for your sector. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Stock order funding calculator","u":"/calculators/stock-order-finance-calculator/","c":"Calculators","e":"Calculator","s":"See the funding a stock order needs and the profit it should return — so you buy inventory that pays for itself, not stock that ties up cash.","b":"What this calculator does Buying stock is the classic short-term funding need — pay the supplier now, recover the cash as it sells over the following weeks. This calculator sizes that gap and tests whether the order is worth financing. You enter the order cost, the expected sell-through, your margin and the weeks to sell, and it returns the funding the order needs and the projected profit once it's cleared.It's built for UK limited companies — retailers, wholesalers, e-commerce sellers — deciding whether to place a larger order, take a bulk-buy discount, or stock up for a known peak. The quest"},{"t":"Supplier Agreement Checklist for UK Limited Companies","u":"/templates/supplier-agreement-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"Before committing to any supplier agreement, a structured clause-by-clause review prevents costly surprises around liability, exit, and exclusivity.","b":"Commercial terms to verify Price and price variation: Is the price fixed for the contract term, or can the supplier increase it unilaterally? What notice must they give?Minimum commitment: Are you required to purchase a minimum volume or value? What is the consequence of falling short?Exclusivity: Are you prohibited from using competing suppliers? Does this match your operational needs?Payment terms: Do they align with your own cash flow — particularly if you are extending credit to your own customers?Auto-renewal: When does the contract renew, and how much notice must you give to exit? Mark t"},{"t":"Supplier Negotiation Checklist for UK SMEs","u":"/templates/supplier-negotiation-checklist-for-uk-smes/","c":"Templates & checklists","e":"Template","s":"A structured pre-negotiation checklist that helps company directors enter supplier discussions with clear objectives and documented fallback positions.","b":"Preparation is the negotiation Most supplier negotiations are won or lost in preparation. A director who arrives knowing their current total spend with the supplier, the market rate for equivalent supply, their minimum acceptable terms and their walk-away point is in a structurally stronger position than one who has not done that work. This checklist structures that preparation. Know your position before the meeting Total annual spend with this supplier in the last twelve monthsProportion of your total procurement this supplier representsCost of switching (qualification time, setup costs, risk"},{"t":"Supplier Onboarding Checklist for UK SMEs","u":"/templates/supplier-onboarding-checklist-uk-sme/","c":"Templates & checklists","e":"Template","s":"A disciplined supplier onboarding process protects your company from supply chain disruption, fraud, and contractual exposure before the first order is placed.","b":"Initial Due Diligence Before committing to any supplier, verify their legal identity and financial standing. This is particularly important where you will be paying deposits or relying on them for critical inputs.Confirm company name, registration number, and registered address via Companies HouseCheck for County Court Judgements or insolvency proceedings (credit reference agency search)Review filed accounts for financial stability — particularly for key or high-value suppliersVerify any required trade licences, accreditations, or regulatory registrationsFor regulated goods or services, confir"},{"t":"Supplier Payment Schedule Template for Accounts Payable","u":"/templates/supplier-payment-schedule-template-accounts-payable/","c":"Templates & checklists","e":"Template","s":"A supplier payment schedule gives your finance team a single view of all outgoing obligations by due date, preventing missed payments, late fees and damaged supplier relationships.","b":"What a payment schedule should contain At minimum, a supplier payment schedule lists every outstanding invoice alongside the supplier name, invoice number, invoice date, due date, amount, currency, and payment method. Additional columns for purchase order reference, department, VAT amount, and approval status turn it from a simple list into a controlled accounts-payable register.Group invoices by payment run rather than by supplier. This reflects how cash actually leaves the business and makes it straightforward to calculate total outgoings for a given week or fortnight before authorising a ru"},{"t":"Terms of Business Template for UK Limited Companies","u":"/templates/terms-of-business-template-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A well-drafted set of terms of business defines the legal basis of every client engagement and limits your company's exposure when disputes arise.","b":"Why every limited company needs written terms Without written terms, contracts are governed by a patchwork of implied terms under the Sale of Goods Act 1979, the Supply of Goods and Services Act 1982, and common law. That patchwork rarely favours the supplier. A clear terms of business document establishes the agreed scope, price mechanism, payment timeline, and liability cap before work begins — not after a dispute has already started.For companies extending credit to clients, written terms are also the foundation on which any debt recovery action rests. A court will look first at what was ag"},{"t":"True cost of borrowing (APR) calculator","u":"/calculators/true-cost-of-borrowing-calculator/","c":"Calculators","e":"Calculator","s":"Cut through fees and flat rates: see the total cost and the true annual rate behind any business finance offer.","b":"What this calculator does Business finance is quoted in a confusing mix of ways — a flat rate, a monthly rate, a \"factor rate\", a fee, or simply a single total repayable figure. Two offers can look similar and cost very differently. This calculator translates any quote into the one number that lets you compare fairly: the true annual cost, alongside the total amount repayable and the pure cost of credit in pounds.Enter the amount advanced, the term, the interest or fees, and any arrangement or admin charges. The tool returns what you'll actually repay over the life of the facility and the effe"},{"t":"UK invoice template","u":"/templates/uk-invoice-template/","c":"Templates & checklists","e":"Template","s":"A correctly structured invoice is the legal instrument that creates a payment obligation — missing mandatory fields can delay payment, invalidate VAT reclaim, or create disputes over the due date.","b":"Mandatory information for a UK limited company invoice Under the Companies Act 2006, a limited company must include the following on all business documents, including invoices:The full registered company name (exactly as it appears on the certificate of incorporation)Company registration numberRegistered office addressCountry of registration (England and Wales, Scotland, or Northern Ireland)If the invoice is a VAT invoice (i.e. you are VAT-registered and charging VAT), you must also include your VAT registration number, the date of supply (which may differ from the invoice date), the net amoun"},{"t":"VAT Registration Checklist for UK Limited Companies","u":"/templates/vat-registration-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"VAT registration is mandatory once your taxable turnover exceeds the current threshold, but voluntary registration can also carry commercial and cash flow advantages worth considering with your accountant.","b":"Determine Whether and When to Register You must register for VAT if your taxable turnover in any rolling 12-month period exceeds the current registration threshold, or if you expect it to exceed the threshold in the next 30 days. Check the current threshold on gov.uk as it is subject to change. Voluntary registration is permitted at any level of turnover and can allow you to reclaim input VAT on purchases — confirm the pros and cons with your accountant.Calculate your taxable turnover for the past 12 monthsCheck whether any of your supplies are exempt (exempt supplies do not count toward the t"},{"t":"VAT Return Preparation Checklist for UK Limited Companies","u":"/templates/vat-return-preparation-checklist-uk-limited-company/","c":"Templates & checklists","e":"Template","s":"A structured VAT return checklist reduces the risk of errors and penalties by ensuring that every reconciliation step is completed and evidenced before submission via Making Tax Digital.","b":"Pre-preparation: gather source records Before starting the return, gather all source records for the VAT period: sales invoices, purchase invoices, import VAT certificates (C79), credit notes issued and received, and bank statements. Confirm that all transactions have been posted to your accounting software and that the VAT period in the software matches the HMRC filing period.Check the VAT period start and end dates match your HMRC registrationConfirm all bank transactions are reconciled for the periodIdentify any transactions posted to the wrong VAT period and correct before calculatingNote "},{"t":"VAT calculator (add or remove VAT)","u":"/calculators/vat-calculator/","c":"Calculators","e":"Calculator","s":"Add VAT to a net price, or work out the VAT already inside a gross price, at any rate.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote, tax computation or credit decision. Is VAT reclaimable? A VAT-registered company can usually reclaim VAT on business purchases. This tool is a quick illustration, not VAT advice — check your registration status and the supply rules with your accountant. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"VAT return preparation checklist","u":"/templates/vat-return-prep-checklist/","c":"Templates & checklists","e":"Template","s":"Filing a clean VAT return is mostly preparation. Work through this step-by-step checklist before you submit under Making Tax Digital to catch errors while they are still easy to fix.","b":"Before you start This checklist assumes your company is VAT-registered and files quarterly under Making Tax Digital (MTD), which means returns are submitted through compatible software with a digital trail from record to return. Most UK limited companies on standard VAT accounting follow this pattern.Confirm three things first: your VAT period dates and the filing deadline (usually one calendar month and seven days after the period end), your VAT scheme (standard, flat rate, cash accounting or margin), and that your bookkeeping is reconciled to the bank up to the period end. If any of those is"},{"t":"VAT set-aside calculator","u":"/calculators/vat-set-aside-calculator/","c":"Calculators","e":"Calculator","s":"See your likely quarterly VAT bill and the weekly amount to reserve so the return never blindsides your cash flow.","b":"What this calculator does VAT catches out more cash-healthy businesses than almost anything else, because the money you collect on sales feels like yours until the quarter ends and HMRC wants it. This calculator works out roughly what your quarterly VAT bill will be and, more usefully, the weekly amount to set aside so it's already waiting when the return falls due.You enter your VATable sales and VATable purchases for the quarter and your VAT rate, and it returns the net VAT payable plus a per-week reserve figure. It's built for UK limited companies on standard VAT accounting who want to stop"},{"t":"Wage cost ratio calculator","u":"/calculators/wage-cost-ratio/","c":"Calculators","e":"Calculator","s":"What share of revenue your wage bill consumes — a core productivity gauge.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. What counts as on-costs? Employer NICs, pension contributions, apprenticeship levy and benefits — include them for a true picture. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Working Capital Planner Template for UK Trading Companies","u":"/templates/working-capital-planner-template-uk-trading-companies/","c":"Templates & checklists","e":"Template","s":"Working capital planning quantifies the cash tied up in the trading cycle — debtors, stock, and creditors — and reveals whether organic growth will fund itself or require external support.","b":"The Cash Conversion Cycle Explained The cash conversion cycle (CCC) measures the number of days between paying for inputs and receiving cash from customers. A CCC of 45 days means the business funds 45 days of activity from its own balance sheet before cash returns. A CCC of 90 days on a rapidly growing turnover is a working capital crisis waiting to happen.CCC = Debtor Days + Stock Days – Creditor Days. Each component can be calculated from management accounts and used to project forward working capital requirements as revenue changes. Planner Layout The planner runs monthly across a 12-month"},{"t":"Working capital calculator","u":"/calculators/working-capital-calculator/","c":"Calculators","e":"Calculator","s":"Measure the cash cushion between what your business owns short-term and what it owes short-term — and see if it's healthy.","b":"What this calculator does Working capital is the money a business has tied up in day-to-day trading — the difference between its short-term assets and its short-term debts. It's the single best gauge of whether you can pay this month's bills without scrambling. This calculator works out your working capital in pounds and your working-capital ratio, then tells you whether that sits in a healthy range.You enter your current assets (cash, money owed by customers, and stock) and your current liabilities (suppliers, tax due, and any short-term borrowing). It's built for UK limited companies wanting"},{"t":"Working capital turnover calculator","u":"/calculators/wc-turnover/","c":"Calculators","e":"Calculator","s":"How efficiently your working capital supports sales.","b":"How to use it Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision. Can it be too high? Very high turnover can mean you're under-capitalised and stretching suppliers or stockouts — balance efficiency with resilience. Is this a quote? No — it's a free illustration. Your actual Credicorp offer depends on an assessment of your company."},{"t":"Year-End Tax Preparation Checklist for Limited Companies","u":"/templates/year-end-tax-preparation-checklist-limited-company/","c":"Templates & checklists","e":"Template","s":"A practical pre-year-end checklist to help company directors gather records, consider allowable reliefs and avoid missed deadlines before accounts are finalised.","b":"The window that matters most The weeks before a limited company's accounting year-end are the last opportunity to make decisions that affect that year's taxable profit — capital purchases, director bonus timing, pension contributions and the like. Once the year-end date passes, the options narrow significantly. This checklist covers the actions that are worth reviewing before the deadline, and the records your accountant will need to prepare your accounts and corporation tax return.Nothing in this checklist constitutes tax advice. Your accountant or tax adviser should confirm what is appropria"},{"t":"Year-end finance checklist","u":"/templates/year-end-finance-checklist/","c":"Templates & checklists","e":"Checklist","s":"A practical run-through to close your company's financial year cleanly and start the next one funded and organised. Built for UK limited companies — copy it and tick as you go.","b":"Why a year-end routine pays off A tidy year end does more than keep your accountant happy. Clean, current records are exactly what a lender wants to see, so a company that closes its year well is also a company that can borrow more easily if it needs to. Work through the steps below in the weeks around your year end. This is general information, not advice on your specific accounts. Tidy the books Reconcile the bank, chase or write off old debtors, clear supplier queries, and make sure every transaction is categorised. Tighten credit control so unpaid invoices do not roll into the new year. Pu"}]}