Capital between delivery and collection

Bruno · Ribeirão Preto, SP

Illustrative case study with a fictional character and hypothetical amounts.

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Hands writing on tax documents with laptop, glasses, and currency on desk.

Capital soughtR$200,000

Planned own fundsR$30,000

Total budgetR$230,000

01 / The challenge

What needs to change.

A small distributor pays suppliers in thirty days and collects from customers in sixty. Sales earn a margin, but timing creates a cash gap between purchasing and collection. The project identifies the lowest daily balance, existing receivables and unavoidable outflows. Capital should cover a demonstrable interval alongside changes in terms, collections and inventory that reduce dependence on repeated borrowing.

finance a timing gap while correcting its cause.

Capital is part of the plan. Before seeking funds, the owner organizes the problem, compares alternatives and identifies spending that can be delayed, reduced or met from own resources. The presentation should distinguish verified facts from execution assumptions.

02 / Use of funds

The budget,
line by line.

Each line connects to purpose and execution evidence.

Supplier payments during the gapR$131,429

Payroll and essential operationsR$54,762

Customer-delay bufferR$32,857

Collections and control setupR$10,952

TotalR$230,000

Nominal example amounts. Actual costs, fees, taxes and contracting expenses need to be determined for a real transaction.

03 / Staged execution

Milestones before
the next step.

Hypothetical 12-week assessment schedule. Actual timing and conditions depend on the project.

01 · Weeks 1–4

Reconcile balances and due dates

R$50,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

02 · Weeks 5–8

Cover the identified critical interval

R$90,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

03 · Weeks 9–12

Reduce the cash cycle in following months

R$60,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

04 / Instrument and rights

Capital has
clear corresponding rights.

Debt / loan

The example instrument is a structural assumption. Actual terms need identified parties, amount, currency, remuneration, term, costs, responsibilities, default events and exit conditions. Receivables require checks of existence, ownership, restrictions and prior assignment. Equity and conversion depend on corporate structure and required acts.

KEZS organizes technology and intermediation. It does not assign a score or decide whether an investor should accept this risk. Diligence is independent and capital may suffer partial or total loss. Applicable providers need to be identified before contracting.

What to verify.
What to monitor.

Documents

Receivables schedule by due date
Payables and reconciled balances
Weekly cash-flow forecast with assumptions

Risks to discuss

Funding recurring losses as if they were seasonality
Receivables being late or already pledged
New borrowing increasing next month’s deficit

Metrics

Lowest projected weekly balance
Average collection period
Operating cash generation

05 / The takeaway

More clarity to
build and assess.

The study shows how a need becomes a budget, stages and criteria. It does not demonstrate approval, completed funding or business results. A real transaction may require structural changes, further information and different terms. The method’s value lies in making questions visible before committing capital.

Integrity and traceability records help preserve versions and confirmed events. They do not replace verification of documents and financial confirmations. Participant privacy should be preserved even when a project presentation is public.

Questions to help
take the next step.

Understand what to prepare, compare and monitor.

What is the first step for this project?

Start by working to finance a timing gap while correcting its cause. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Receivables schedule by due date; Payables and reconciled balances; Weekly cash-flow forecast with assumptions. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Funding recurring losses as if they were seasonality; Receivables being late or already pledged; New borrowing increasing next month’s deficit. Each funder performs their own assessment; KEZS provides no score or approval guarantee.

Can a newly opened business organize the project?

Yes. The model considers businesses of every size from their first day of registration. Limited history requires other evidence. A project does not guarantee approval or funding availability.

Can the project amount vary?

Planning examples range from R$2,000 to R$20 million. Budgets should reflect actual needs and available own funds. Terms and contributions depend on the transaction and participants.

How do I monitor capital use?

Agree on milestones, responsibilities, documents and metrics. Separate forecasts, available cash and confirmed financial events. Technology supports history without guaranteeing business outcomes or payment.