We can admit partners to the company

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The expertise of such firms lies in consulting and advisory services in the face of the need to obtain financing. And this begins with an assessment/audit of the company to assess and plan its economic and financial situation. An elementary survey of the business enterprise that, in its best manifestation, should have been done before the beginning but which is useful at any time. The diagnosis of a good accounting or financial management professional can surprise you with its results, pointing out problems that you didn't pay attention to and even recommending not taking out credit: the challenge may not be this, but something completely different.

That's not all. A good audit can, in fact, state that capital is needed (own or third-party) and, more than that, estimate the amount needed, avoiding operations that fail because they prove to be insufficient for the bulk sms italy demand, or, from the opposite angle, recommending the contracting of amounts above what is necessary, impacting the company's assets and burdening it with capital costs that, in this case, are expressed in the form of interest and financial accessories (which, in the Brazilian case, can be the most diverse and cumulative, making the final result desperate). The paper can reveal this and, thus, guide decision-making, considering different scenarios. It may be so much, but, considering this and that, it can go up to so much! Objective and technical parameters to guide decisions that, for the good of the company, must (or should) be technical.

The most interesting thing is that such a technical survey of the company's situation and its assets is not only useful for corporate management and partners. Depending on what is found, it may or may not be used to guide financial institutions. That's right. Hence the talk of credit intermediation, bringing legal expertise into the equation as an indispensable (or at least recommended) skill for such offices. We are accustomed to thinking of the entrepreneur and/or corporate administrator, if not the partners, sitting in front of the bank manager, feeling small, their legs shaking, their lack of grace running from one side to the other, their eyes insecure and fearful. It seems to be a matter of begging, pleading, humiliating oneself, convincing with saliva. But it is not – and should not be – a blind numbers game. If the financier does not understand the company (and its assets, structure and finances), he will focus on assets and guarantees that may be extravagant: they go beyond the company and cling to the assets of the partners, in real or fiduciary terms. Those who work in this area understand these lines as the “once upon a time” of a tragic story.