WAJD Learning

Recording script

Managing working capital

  • 1modules
  • 316words
  • 2minutes when read
  • 2voices

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How to record this

Amara is the host. Curious, a little sceptical, asks the question the learner is actually thinking, and pushes back when something sounds unrealistic on a short staffed shift.

Nadia is the practice educator. Warm, direct, never condescending. Answers the awkward question rather than deflecting it.

Leave a beat of silence between speakers rather than overlapping. Timestamps assume 150 words per minute, which is a natural teaching pace. Cue numbers mark where each on screen graphic should land.

Wording that must not be upgraded

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Application scheduled.

Do not promote any of these words in a video title, description or thumbnail. Aligned is not accredited, and planned is not approved.

1. Where the cash is trapped and how to release it

About 2 minutes, 316 words. Starts at 00:00 in the full course recording.

Outcomes to state on camera

Script

Cue 1 The cash conversion cycle as a loop with days marked at each stage.

AMARA 00:00 I need cash by the end of the month. Where do I look first?

NADIA 00:05 At what you are already owed. Not the bank, not the supplier, not your pricing. Almost every business that feels short is owed more than it needs, and nobody has made collecting it their job.

Cue 2 Stock days plus debtor days minus creditor days worked through with figures.

AMARA 00:19 We do chase. Sometimes.

NADIA 00:21 Sometimes is the problem. Most late payment is not a refusal, it is an absence of a request. Invoices that nobody asks about get paid after the ones somebody rings about, every single time.

Cue 3 Invoice timing comparison: on delivery versus at month end.

AMARA 00:34 Fine. What is next after that?

NADIA 00:37 When you invoice. Many businesses deliver on the second of the month and invoice at month end, then wait thirty days from there. You just gave away four weeks of cash for nothing.

Cue 4 Volume discount trap: cash on the shelf against the discount earned.

AMARA 00:50 That is embarrassingly simple.

NADIA 00:52 It is free and permanent, which is a rare combination. Then look at stock. Specifically, look for what has not moved in a year, and be suspicious of volume discounts.

Cue 5 Growth doubling stock and debtors while cash falls.

AMARA 01:04 Why? A discount is a saving.

NADIA 01:06 A five per cent discount for buying eight months of a product you sell in two is not a saving, it is six months of your cash sitting on a shelf. That cash cannot pay wages, and shelves do not pay interest.

AMARA 01:23 And the other side, paying suppliers. Just pay late?

NADIA 01:26 Use your terms fully. Do not exceed them. Going beyond agreed terms costs more than it saves: you lose priority when stock is short, you lose settlement discounts, and a small supplier may simply not survive carrying you. That is a relationship you cannot rebuild cheaply.

AMARA 01:45 You said growth makes all of this worse.

NADIA 01:48 Double your sales and you roughly double your stock and your unpaid invoices, both funded before the new customers pay. The big contract everybody celebrates is often the thing that breaks the business, and the profit on it is irrelevant until the money actually lands.

Sources for the on screen credit