t这是我们享受的伟大市场的缺点。一些建筑企业的增长太快了，我了解到增长率太高可能是致命的。当当前的市场回收开始时，大多数建筑企业都非自愿缩小规模。结果，许多人已经在经济上挣扎，现金储备非常有限。渴望返回衰退前的规模可以推动公司的增长率超出安全限制。将其与急性和恶化的劳动力短缺相结合，并且由于增长会吃掉现金，因此许多公司都面临着“完美风暴”的风险。

几乎每个参与这个优秀市场的建筑企业都在增长速度。然而，财务压力的症状已经开始浮出水面：无法解释的紧张现金流量，间接费用不成比例的增加，员工流动率更高，公司内部更多的争议，工作质量下滑，迟到的会计信息和会计人员前往大门。遇险的最后一个迹象之一：上述所有借口。

this unique category of “growth risk” is difficult to recognize or anticipate because it is the result of insufficient cash flow, not profit. When more work is put in place each month and each quarter, accounts receivables flourish but cash diminishes. Slow pay intensifies the problem and tends to get worse during rapid growth because the more a company owes, the longer it often takes to pay.

快速增长通常需要增加间接费用的增加，并且当资源延长时，可能会错过估计的生产成本。新利18备用官网登录而且由于增长，所有这些都发生在一个受信任的员工被新的未经测试的人稀释的时候，他们可能无法按照预期的方式进行。

公司with limited cash reserves can, of course, borrow against accounts receivable, but there are limits. When reached, the limits dry up cash flow quickly and can lead to problems paying bills. Suddenly subcontractors are walking off jobs, vendors are demanding COD and, in the worst case, payroll is missed. These will lead to work slowdown or stoppage, which can progress to the loss of bank and/or bond credit. If this is not the end of the road, it is very close to it.

当这样的事情发生时，我总是听到：“如果只有某人会警告我。”增长可吃现金和快速增长的现金。幸运的是，有一些阈值将有助于理解不同增长率对您的业务的影响。低于15％的年增长率的风险很小。超过15％的增长率涉及风险，随着利率增加高达25％，这是合理的风险。以25％至50％的速度增长涉及中等风险，超过50％是严重的风险。承担超过25％的增长率的意图要求有关如何完成和资助工作的详细规划。扩张的成本是多少？新利18备用官网登录这些费用将如何支付？新利18备用官网登录

Responsibility of Management

Managers are responsible for recognizing and measuring the exposure and determining how these risks will be managed and mitigated. Managers have to determine in advance how far financial and business resources can be stretched before approaching the critical stage. Managers have to must ascertain beforehand if cash flow will be threatened and identify what the first sign of financial distress will be. Successful contractors operating in years to come will know how to predict the impact of different growth rates. And they will know when to walk away from excessive expansion risk and will do so without regret.

An outdated belief suggests, “If the work is there, go after it. We’ll figure out how to do it later.” This is the same as saying, “If the risk is there, embrace it.” Many companies are probably already feeling some stress. It may not be financial distress yet, but if staff turnover is running high and and overhead is climbing during excessive growth, trouble may be approaching. Developing the capacity for growth requires an investment and takes time. If history repeats, contractors trying to make up for lost ground too quickly will load up on work increasing their risk. In some cases they won’t even know it. We cannot control the market, but we can control our response to it