A company can report rising sales while running short of money before its next debt payment. Rajeev Khandelwal’s professional record spans structured finance and project finance, disciplines concerned with precisely this distance between commercial progress and cash availability. The useful financing question is therefore about timing as much as the amount a business can borrow.
Start with collections
Consider a manufacturer that invoices after delivery and receives payment several weeks later. Materials, wages and transport have already consumed cash. A monthly repayment schedule may arrive before customers settle. Mapping those movements reveals a financing requirement that annual profit cannot explain. A lender needs the collection pattern, including slow customers and disputed invoices, rather than a simple division of yearly revenue into equal months.
Give debt a job
Equipment finance and working capital serve different purposes. A production line can support output for years; inventory turns into sales and then cash over a shorter cycle. Combining both needs inside one short facility may create recurring refinancing pressure. Separating them makes repayment assumptions more legible and prevents the equipment purchase from exhausting money needed to operate the equipment after installation.
Price the quiet months
A credible schedule also includes periods without normal production. Maintenance shutdowns, seasonal demand and commissioning interruptions can reduce collections while fixed costs continue. Cash buffers should reflect those gaps. A repayment holiday merely moves the obligation unless later cash flow can absorb it. The economics need to show where the postponed payment eventually lands and what operational improvement funds it.
The advisory connection
Al Furqan Credit Connect lists both debt and project finance among its offerings, giving this issue a clear place within Rajeev’s wider professional ecosystem. The commercial value of structuring lies in aligning obligations with a believable business cycle. A borrowing facility becomes more useful when management can explain its repayment month by month, including the difficult periods that an annual growth chart tends to hide.
