Logistics Leader
Cashflow pressures, tax bills and regulatory issues rarely appear overnight. But knowing when to ask for help can be the difference between a manageable problem and a crisis.
Marlon Brando, in one of his rare, reluctant interviews, demolished his own profession. "Everybody is an actor," he said — you spend your whole day acting. Thinking one thing, feeling another, showing a third. The professionals merely get paid for it. The rest of us do it for free.
In 36 years around the road transport industry, I have never heard a better description of the haulage operator under financial pressure.
Ours is an industry that performs solvency the way Brando performed Corleone: total commitment, every scene, every audience. The fleet is washed on Friday whether or not the VAT was paid on Wednesday. The bank sees one performance, the customer another, the traffic commissioner a third — and the family at Sunday lunch perhaps the most polished of all.
The reasons are honourable. Wafer-thin margins. Enormous fixed obligations. Proud, practical people who built what they have from a single truck and a mortgage. Confidence is commercial currency — so everyone acts. It isn't vanity. It's survival. Which is exactly what Brando said acting was.
The performance is not the problem. Performing to the wrong audience is.
Take the most common pressure point: the tax bill that cannot be paid when it falls due. Time to Pay arrangements exist for precisely this — structured instalments that convert an unpayable lump into a survivable schedule. But their value is a function of when you ask. Approach the Revenue before the deadline, with cashflow forecasts and a credible proposal, and you are a viable business managing a timing problem. Approach after the arrears have compounded and enforcement has begun, and you are a debtor negotiating under duress.
Same business. Same shortfall. Entirely different outcome.
In 36 years I have never met an operator who was worse off for taking advice early. I have met many who were damaged by taking it late — and almost none were damaged by the underlying problem. They were damaged by the delay.
So keep the performance — for the customer, the competitor, the café. But drop it, confidentially, with restructuring experts.
The confrontation with yourself, as Brando knew, is the hardest scene of all. It is also the only one that keeps the wheels turning.
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Romac Logistics has strengthened its temperature-controlled fleet with 100 Tiger Trailers moving double-deck refrigerated trailers and 200 Renault Trucks T480 tractor units, following the opening of its new Chesterfield distribution centre.
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Marlon Brando, in one of his rare, reluctant interviews, demolished his own profession. "Everybody is an actor," he said — you spend your whole day acting. Thinking one thing, feeling another, showing a third. The professionals merely get paid for it. The rest of us do it for free.
In 36 years around the road transport industry, I have never heard a better description of the haulage operator under financial pressure.
Ours is an industry that performs solvency the way Brando performed Corleone: total commitment, every scene, every audience. The fleet is washed on Friday whether or not the VAT was paid on Wednesday. The bank sees one performance, the customer another, the traffic commissioner a third — and the family at Sunday lunch perhaps the most polished of all.
The reasons are honourable. Wafer-thin margins. Enormous fixed obligations. Proud, practical people who built what they have from a single truck and a mortgage. Confidence is commercial currency — so everyone acts. It isn't vanity. It's survival. Which is exactly what Brando said acting was.
The performance is not the problem. Performing to the wrong audience is.
Take the most common pressure point: the tax bill that cannot be paid when it falls due. Time to Pay arrangements exist for precisely this — structured instalments that convert an unpayable lump into a survivable schedule. But their value is a function of when you ask. Approach the Revenue before the deadline, with cashflow forecasts and a credible proposal, and you are a viable business managing a timing problem. Approach after the arrears have compounded and enforcement has begun, and you are a debtor negotiating under duress.
Same business. Same shortfall. Entirely different outcome.
In 36 years I have never met an operator who was worse off for taking advice early. I have met many who were damaged by taking it late — and almost none were damaged by the underlying problem. They were damaged by the delay.
So keep the performance — for the customer, the competitor, the café. But drop it, confidentially, with restructuring experts.
The confrontation with yourself, as Brando knew, is the hardest scene of all. It is also the only one that keeps the wheels turning.