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Meet Wendy Miller, North Carolina’s 2005-2006 Teacher of the Year

View additional photos of Wendy Miller's classroom


1.Recycling Electronics
2. Nothing to Wear,
Everything to Gain
3. A Clean Garage
Equals a Happy Car
4. Are Your Pets Safe
During a Disaster?

1. Keeping Projects Afloat 
2. A Review of Nursing Workforce Issues in North Carolina and Related Initiatives of the NC Center for Nursing

1. Beach Blahs?

2. C’mon, Let’s Laugh!


1. Commercial Lending: Business Borrowing–Risk and Relationships
(Part 1 of 4 Articles)

2. Winning Ideas from Winning Women with Louise Collis
3. Solving Problems with
Practical Solutions

1. Overcoming Procrastination!
2. Balancing Your Workouts
with Yoga
3. Rebuilding: Being
Authentically “You”

1. A Legacy of Love
2. The Legacy of Peter Jennings: His Weakness Is Your Strength

Lessons from Mrs. J.

1. Women Build for Habitat for Humanity (Charlotte)
2. Women Build for Habitat for Humanity (Wake County)
3. Ardolino's Angels
4. Volunteer at the Walk to D’Feet ALS (upcoming Oct '05 event)
5. Light the Night for a Cure This Fall (Eastern North Carolina)

Mint Museum of Art
Potters Market Invitational

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Commercial Lending:
Business Borrowing–Risk and Relationships
(Part 1 of 4 Articles)

This article is the first of four parts in a question-and-answer series on business borrowing. In this article, John Wroton, Assistant Vice President of Harrington Bank, Chapel Hill, North Carolina, answers key questions that provide insight and a better understanding of the lending process—how risk and your relationship with your banker make a difference.

Recently, a panel of bank executives indicated that getting a business loan is about risk and relationships. The degree of risk is assessed on a business based upon a number of factors that are “plugged” into formula. According to the panel, if you have a pre-established relationship with your banker, the chances improve in getting your loan. The caveat is that you need to be prepared before you ask, with a robust business plan and concept, cash flow available to make the loan payments, collateral (in most cases) from the business, and a willingness to provide a personal guarantee for the loan.

These elements have different impact and implications for different businesses. For instance, if you are a sole proprietorship, you are legally “the business.” Regardless of what name you use for your business, underlying everything is the fact that there is no difference between you or your company, legally or for taxes. All liability is automatically yours. While you may accumulate assets for the business, those assets count as your personal property, just as your home, your car, and your 401(k).

All of these assets are equally subject to forfeiture if someone makes a claim against the “business” or if the “business” gets a loan.

Corporations, on the other hand, are separate legal and tax entities from the owner. This means that the business has an identity of its own, can own assets independent of its owners, and enter into contracts and agreements (through officers and other agents that represent it). A business may have its own credit history, credit risk rating, and obligations to meet. For liabilities, including loans, the corporation may have sole responsibility to meet the obligations associated with those liabilities. The separation between the owner(s) and the liability remains in place unless the owners are asked to guarantee the loan personally.

A personal guarantee is essentially automatic for the sole proprietor. For the corporation, the personal guarantee is another facet of a loan deal that a lender pursues from all but the largest corporations to reduce the degree of risk associated with the loan. Personal guarantees are viewed as risk reducers, because not only are the assets and cash flows of the business pledged as security, the personal assets of the guarantor(s)—the owner(s)—are there as secondary recourse.

Many lending institutions in the application process do not differentiate between the legal entity status of a business. From the time of application to granting the loan, the owner(s) information, credit history/rating, other sources of income available to meet payments, and assets (homes, cars, investments, and the like) are considered in the equation. They do this because they know at the beginning of the process that a personal guarantee is required on every loan they make to “small” businesses.

1. What is the first thing a business owner needs to do if he/she expects to seek a loan in the next 6 to 12 months?

JW: If you already have a business, there isn’t a lot you need to do to apply for a loan. The best thing you can do is make sure you have accurate financial information on your business, both income statement and balance sheet. If you do not have an accountant, this would be a good time to find one who can review your books to make sure you are presenting an accurate picture of what your company is doing. You should also make sure that you pay all of your bills on time (both personal and business). Any recent late payments will reflect poorly when you apply for a loan. If your business is not turning a profit, you should try to do everything you can to turn that around before applying for a loan. Sometimes that isn’t possible, but banks will be much more willing to lend to a business which is profitable than one which is not. If you have a chance to project your income and expenses over the next year based on certain assumptions, it can be helpful to the bank, but not absolutely necessary. Lastly, understand your personal financial situation and, if you don’t have a high net worth (defined as your assets less your liabilities), then you might want to start talking to family and friends about their willingness to assist you as you start applying for a loan.

2. Are there differences in documentation in the application process from the bank’s and business’ perspective between new (fewer than three years old) and established businesses?

JW: Part of this will depend on the bank. Some banks may not even consider a loan if the business has not existed for at least three years. Typically, however, the application process is very similar, regardless of the age of the business. Just because a business has been around for 20 years doesn’t necessarily mean it is a good candidate for a loan today. As anyone in business knows, things change—competition, technology advances, and changing social or demographic trends may all impact how a business is performing. Historical performance is important, but the banker will be more focused on what is happening now.

For the loan application, the borrower should be prepared to have:

  • two to three years of business tax returns if the business has been operating that long,
  • year-to-date financials printed from the business’ accounting software program, including income statements and balance sheets, and
  • financial projections for the next 6 to 12 months.

Two to three years of personal tax returns and a personal financial statement listing all of an individual’s assets and liabilities is also typically required for each person who will be signing or guaranteeing the loan. This will usually give most banks a starting point, but additional information may be required as the loan process continues.

3. Are personal guarantees “automatic” with some types of loans?

JW: Unless you are a corporation with multiple shareholders, it is likely that the bank will want you to guarantee a loan personally. From the bank’s perspective, it causes concern when someone is not willing to stand behind his or her business.

4. What are the lending options if a business was established using the personal assets of the owners and is now close to generating cash flow (for example, they have a signed deal with a customer but need working capital)? They have no additional collateral remaining outside of the business.

JW: This will really vary on a case-by-case basis. With one customer and no other assets in or out of the business available to secure a line, it is going to be very difficult for a bank to provide a line of credit. Usually the best option is to try to negotiate with that customer on favorable payment terms. Maybe the customer could provide a payment up front, or at least agree to provide payment within three to five days of receiving an invoice. Friends and/or family could also be used to supply additional collateral and/or cash to help support the business.

5. Does business experience factor into the risk equation?

JW: Business experience is an intangible that can help if a bank is undecided on a credit decision. But, if the other pieces of the lending puzzle aren’t there (i.e., no cash flow, no collateral, and poor credit of the guarantors), then experience really isn’t going to matter.

6. How big a role does the “relationship” play in convincing a bank to take a greater risk with a business than dealing with a new customer?

JW: Having an existing relationship with a customer does help in the credit process. A person or company that maintains account balances (i.e., no overdrafts), pays loans on time, and has a history of being responsible will be viewed more favorably than someone who might have the same factors, but who has not been a customer of that bank. On the other hand, an existing customer who has not maintained their accounts or loans will be viewed less favorably. On the whole, any time the bank has experience with someone, the more likely they will try to make a loan for that person.

Harrington Bank is a locally owned and operated community bank with two locations in Chapel Hill to serve all of your personal and business banking needs. Visit www.bankatharrington.com, or contact John Wroton, Assistant Vice President, (919) 945-7818, jwroton@bankatharrington.com.


Lea Strickland, MBA, CMA, CFM, CBM, president and founder of F.O.C.U.S. Resources (a business management systems consulting firm that addresses the total business through financial performance), has over 18 years experience in financial and operational leadership positions with various companies including four Fortune 500 and Global 100 companies. She has worked with established and emerging companies—private and public, US and foreign-owned. She holds degrees from The Ohio State University (MBA—Accounting, Marketing and Human Resource (Change Management)) and The University of Charleston (Bachelor of Science—Finance and Business Management with technical minors in Marketing and Accounting).

As a financial leader, Lea was instrumental in obtaining funding from Deutsche Bank for a local technology growth company. She is also credited for saving over $30 million for a manufacturing operation and obtaining $97 million in funding for the expansion of that same facility. Her client and industry experience includes audit, banking, OEM automotive and tier one automotive manufacturing, electonics manufacturing, consumer products manufacturing, software, industrial textiles manufacturing, and many other industries.

In 2004, Lea was asked to be expand her consulting practice into working with government grant and contract recipients on compliance and financial control systems. The government funding-compliance consulting focuses on small technology, bio-technology, software, and bio-agriculture businesses transitioning from research and development to full commercial operations.

Ms. Strickland was also asked to develop an “On-shoring” program to provide consulting services to technology firms in Europe and Asia seeking to locate, build, and operate facilities in the United States. These innovative tele-workshops are provided via telephone and Internet to companies prior to their establishing a footprint in the U.S. market.

In addition to her consulting services, Lea is a well-known and sought-after speaker, expert panelist, workshop leader, and author on start-ups, micro-enterprise, small business, financial systems, and business issues for companies of all sizes. Since 2003, she has had over 200 articles published in journals, newsletters, website expert sites, and magazines (print and Internet-based). Her credits include:
Expert Columnist: Carolina Newswire, NC Journal for Women, Business Leader Magazine, Local Tech Wire
Book: Out of the Cubicle and Into Business
Area/Topic Expert: Entrepreneur Magazine
Contributing Writer and Advisor: Small Business Technology Magazine

Lea has been honored with the several awards including: Outstanding Young Executive in the U.S. (1989), International Who’s Who of Professional Management (1999), and Who’s Who of Executives and Professionals (2003). Currently, she is active in municipal governance, serving on the Town of Cary Zoning Board of Adjustments (2001 to the present). She has served as an expert panelist and speaker for the following community and business organizations: Council for Entrepreneurial Development, Wake County (North Carolina) Community Colleges, Institute of Management Accountants, Graduate Women in Business National Conference (2002), Executive Women Club, Fast Trac Programs, Small Business Technology Development Center (North Carolina)

In addition to her current client list, Lea (together with other business and community leaders) donates her time to establish affordable resource programs for entrepreneurs and small businesses. She is also co-hosting the North Carolina Capital Markets Exchange to aid emerging and growth businesses in obtaining growth capital.

“For Lea, it isn’t about fitting the business to the method, it’s about finding the right approach for the business.” - G. M., Electronics Manufacturer

Lea’s hobbies and interests include writing poetry and short stories; reading; piano; community services—mentoring programs; and painting (oils, acrylics, watercolor, and mixed media) landscapes, seascapes, and portraits. She also enjoys spending time with family (especially her two nieces) and friends.

Lea Strickland, MBA CMA CFM CBM
President & CEO F.O.C.U.S. Resources
104 Barcelona Court
Cary, NC 27513-4201
Main Telephone: 919.234.3960
Mobile: (919) 210-7171
Lea@focusresourcesinc.com
www.focusresourcesinc.com
   

 

Upcoming books:
Into Business Step-by-Step: Making the Key Decisions—Winter 2005
Government Grant Accounting – The Business Requirements of Government Funding—Winter 2005
Vision, Strategy, Structure - Results—2006
The 360° Enterprise—2006