Five questions we answer before a plan meets a lender.

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Why it persists
Everyone can feel that a few products carry the book, but proving it means pulling years of orders together and totaling the shares by hand. So the concentration stays a hunch, and the plan doubles down on the busy line without anyone naming the risk.
How we solve it
ONELine up every order by product and by customer.
TWOMeasure how tightly each one is concentrated.
THREEShow the shape: the products stacked, the customers spread.
The end result
The shape of the book is a measured fact, not a feeling.
The products carrying the business are named, and so is the risk of leaning on them. A lender reads a plan that rests on ten items very differently from one that is spread, and now so can you.
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Why it persists
Every price is a price per pound, but the pounds come from a case-weights file on one person’s desktop that never ties to anything. So the number is taken on faith, and a spot where private label out-prices the brand can sit unnoticed for years.
How we solve it
ONECarry the case weights in alongside the orders.
TWOCompute the real price per pound, line by line.
THREESurface where the blended rate is sliding on mix, and where a price is upside down.
The end result
The price per pound stands on the books, not on one spreadsheet.
The weights get an owner instead of a desktop, the blended drift reads as mix rather than a discount, and the one product priced backwards is caught before a buyer finds it.
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Why it persists
A few accounts buy both lines and most buy just one, but sizing that means counting lines per customer across the whole book by hand. So cross-sell stays a story, and the plan goes hunting for new names instead of the business already on the shelf.
How we solve it
ONECount the lines each customer actually buys.
TWOCompare what a two-line customer is worth against a one-line one.
THREESize the cross-sell on real behavior, conservatively.
The end result
The growth already sitting in the book has a name and a number.
The customers most likely to take the second line are listed, worth well more than a single-line account, so the plan can lead with business you already have instead of hoping for strangers.
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Why it persists
A plan can look modest against trend and still rest on thin air. Finding out means lining every budgeted customer up against what they have actually ordered, which is exactly the check nobody runs before the plan goes out the door.
How we solve it
ONEMatch every line of the plan to that customer’s order history.
TWOSplit the growth that has customers behind it from the growth that does not.
THREEShow what the plan looks like once the unsupported part is stripped.
The end result
The plan’s growth splits into what you can stand behind and what you cannot.
The customers carrying the growth are named, and the ones with no history behind them are named too, before a lender does it for you. What is real stays; what is a hope becomes a question you get to answer first.
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Why it persists
Walking into a facility conversation used to mean weeks of a quality-of-earnings review, and even then the soft spots surfaced in the lender’s room instead of yours. So you end up defending a number you cannot fully re-derive.
How we solve it
ONETie three years of actuals so the history holds up.
TWOCarry both ways you segment a dollar faithfully, instead of quietly picking one.
THREEHand over the defensible plan with the one open item named.
The end result
The diligence folder exists before the lender asks for it.
The books tie, every figure can be re-derived, and the one thing left to go get is named by you rather than found across the table. A facility priced on trust instead of doubt.
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