16.2% of All Insolvencies: Cash Flow Automation for Construction

The Insolvency Crisis

Construction isn't just a bit more risky than other sectors—it's dramatically more exposed. According to the Insolvency Service, construction accounts for approximately 16.2% of all UK insolvencies, making it by far the sector with the highest failure rate.

Many of these failures aren't due to bad work or lack of demand. They're cash flow failures—profitable companies going bust because money owed to them didn't arrive before money owed by them was due.

Why Construction Cash Flow Is So Dangerous

Extended Payment Terms

Construction operates on payment terms that would terrify other industries:

• 30-60 days typical, often longer in practice
• Retentions held for months or years
• Stage payments tied to completion milestones
• Main contractors paying subs when they get paid

Front-Loaded Costs

You pay for things before you get paid:

• Materials on delivery
• Staff weekly or monthly
• Plant hire and equipment
• Subcontractor deposits

The gap between spending and receiving creates constant pressure.

Payment Culture

Construction has a payment culture problem:

• "Payment when certified" clauses
• Disputed valuations delaying payment
• Main contractors using subcontractor cash flow
• Late payment seen as normal

Project Complexity

Multiple projects at different stages create complexity:

• Different payment schedules
• Different clients and terms
• Different margin profiles
• Hard to see the overall picture

Automation That Protects Cash Flow

Automated Invoicing

If invoices go out late, payment arrives late. Automation ensures:

Prompt Invoice Generation:

• Invoice immediately on completion/milestone
• No delays waiting for admin time
• Consistent, professional documents
• Required details included first time

Accurate Invoices:

• Linked to contracts and variations
• Calculations automated
• Supporting documentation attached
• Reduces queries and disputes

Delivery Confirmation:

• Automatic send to right contacts
• Read receipts where possible
• Copy retained for records
• Audit trail maintained

Payment Chasing Automation

Chasing payment is unpleasant and time-consuming. Automation handles the routine:

Automated Reminders:

• Pre-due reminder (professional, friendly)
• Due date reminder
• Overdue escalation sequence
• Configurable timing and tone

Systematic Follow-Up:

• Tracked by system, not individual memory
• Consistent process regardless of staff changes
• Escalation when responses indicate problems
• Documentation for dispute resolution

Multiple Channels:

• Email reminders
• SMS for urgent situations
• Letter generation for formal steps
• Contact information kept current

Cash Flow Forecasting

You can't manage what you can't see:

Visibility:

• All outstanding invoices in one view
• Expected payment dates
• Upcoming commitments and outflows
• Net cash position by week/month

Scenario Planning:

• What if project X pays 2 weeks late?
• What if we win the tender?
• What if materials costs increase?
• Buffer requirements for uncertainty

Early Warning:

• Identify potential shortfalls weeks ahead
• Time to arrange finance or accelerate collections
• Avoid panic decisions and expensive solutions

Building Your Cash Flow Automation Stack

Layer 1: Basic Automation (Implement First)

Implementation: 1-2 weeks

Layer 2: Enhanced Automation

Implementation: 2-4 weeks

Layer 3: Integrated Operations

Implementation: 1-3 months

Practical Implementation Steps

Week 1-2: Foundation

1. Audit current process

   • How long between completion and invoice?
   • What's average days to payment?
   • Where are the biggest delays?

2. Clean up accounting data

   • Reconcile outstanding invoices
   • Update contact information
   • Clear old disputed items

3. Enable basic automation

   • Set up invoice templates
   • Configure payment reminders
   • Create basic cash flow report

Week 3-4: Enhancement

1. Implement forecasting

   • Set up rolling cash flow forecast
   • Include known commitments
   • Review weekly

2. Systematise chasing

   • Define escalation sequence
   • Configure automated reminders
   • Assign responsibility for exceptions

3. Measure and refine

   • Track days to invoice
   • Track days to payment
   • Identify specific problem accounts

Month 2-3: Optimisation

1. Connect systems

   • Link project management to invoicing
   • Automate milestone-triggered invoices
   • Integrate subcontractor payments

2. Improve forecasting accuracy

   • Refine payment date predictions
   • Model scenarios for major projects
   • Build buffer management approach

Dealing with Late Payers

Automation helps, but some clients will still pay late:

Proactive Measures

Before Contract:

• Credit check potential clients
• Investigate payment history
• Structure payments to limit exposure
• Include appropriate retention terms

During Project:

• Document variations immediately
• Get approval before doing extra work
• Submit accurate applications
• Build relationship with client accounts team

For Problem Payers:

• Early phone calls (automation flags issues)
• Clear escalation (letters before action)
• Use Construction Act rights where applicable
• Don't let debt grow unchecked

Legal Protections

Construction has specific legal protections:

• Construction Act payment notice requirements
• Adjudication for payment disputes
• Retention trust requirements (coming)
• Prompt Payment Code (for larger clients)

Automation helps you enforce these rights:

• Track payment notice deadlines
• Document compliant applications
• Generate dispute documentation
• Maintain audit trail

The Numbers That Matter

Track these metrics to gauge cash flow health:

If metrics are moving wrong direction, investigate immediately.

The Cost of Poor Cash Flow Management

Bad cash flow management costs real money:

Financing Costs:

• Overdraft interest
• Invoice financing fees
• Factoring discounts
• Emergency borrowing rates

Operational Costs:

• Can't get supplier discounts
• Must pay COD or prepay
• Lose tenders requiring working capital
• Subcontractors add risk premium

Opportunity Costs:

• Can't bid larger projects
• Can't invest in equipment
• Can't hire good people
• Limited growth capacity

Stress Costs:

• Management time on firefighting
• Damaged supplier relationships
• Staff uncertainty and turnover
• Personal guarantees called

Good cash flow automation often pays for itself many times over.

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Struggling with construction cash flow? We help construction SMEs implement practical automation that improves cash flow visibility and collections.

Book a consultation to discuss your specific challenges.