Rajeev Khandelwal’s background combines operating-business exposure with capital advisory. That combination makes working capital a particularly revealing subject: a company selling more can need more money simply to keep its promises. New orders expand inventory, receivables and delivery commitments before customers pay. Growth therefore changes the shape of the balance sheet as well as the income statement.
Follow one additional order
An extra order might require a supplier deposit, packaging, transport and customer credit. The gross margin may be attractive, but each obligation has a different payment date. Following the order from purchase to collection reveals how much cash remains tied up at each stage. Repeating the exercise across the sales pipeline produces a more realistic funding requirement than applying one broad percentage to revenue.
Find the limiting customer
Sales concentration can make this problem sharper. A large customer may demand longer payment terms while smaller customers pay promptly. Winning that account increases revenue but can lengthen the company’s overall cash cycle. The financing decision should consider the customer’s reliability, dispute history and bargaining power. A lower-margin order with prompt payment may contribute more usable cash during a constrained expansion.
Separate growth from leakage
Not every working-capital increase is healthy. Slow-moving stock, overdue invoices and production defects can absorb cash without supporting additional sales. Management should explain which part of the requirement comes from genuine expansion and which part reflects operational weakness. Financing the two together without distinction can hide deteriorating processes behind a persuasive growth story and postpone corrective action until liquidity becomes urgent.
A practical capital conversation
Trade finance and debt advisory feature in Credit Connect’s published offering, alongside the entrepreneurial context in Rajeev’s profile. Together they suggest a useful commercial discipline: explain the next unit of growth before seeking the next unit of financing. A company that can trace cash through its orders is better placed to choose facilities, negotiate terms and grow without repeatedly surprising its shareholders with funding requests.
