Prepare the subcontractor payment list before the difficult calls

The payment run is short

You cannot cover the subcontractor payments expected this fortnight. Seek advice promptly and prepare an accurate list of the amounts and dates involved. A rough total from memory is not enough for the discussion. Do not delay urgent legal advice while making the schedule perfect, but make clear which figures are checked and which still need reconciliation.

Separate the claim records

Imagine a builder with several trades awaiting payment. Some amounts are invoiced, some are progress claims and one includes a disputed variation. Record each item with its agreement, claimed due date and any response already given. Do not label an amount disputed merely because the business lacks cash. The factual or contractual basis needs to be identified honestly.

Use records that can be checked

business.gov.au's invoicing guidance explains that invoices and receipts document the payment process. Match claims with payments, credits and supporting records. Ask the accountant to check allocation issues. A payment made to the wrong reference can leave a subcontractor appearing unpaid in the ledger even though money has moved, while another claim may have been omitted entirely.

Source: business.gov.au: How to invoice

Identify urgent formal matters

Give the adviser any payment claims, notices or threatened action promptly. Ask which requirements apply to the projects and jurisdictions involved. Do not assume an informal call changes a formal response deadline. Keep those matters visible beside the cash information so the business does not treat every communication as an ordinary reminder.

Prepare accurate conversations

Use the checked schedule to explain what the business knows and what remains uncertain. Avoid promising dates without a supported funding position or making inconsistent assurances to different trades. In the builder's example, the discussion should not suggest one disputed variation is the reason every subcontractor payment has been delayed if the real issue is a broader shortage.

Keep the wider position visible

Provide the full creditor and cash position to the adviser, not just the subcontractors making the most noise. If debts cannot be met, obtain qualified insolvency advice. The schedule supports an honest response and informed decisions. It is not a licence to select payments casually or avoid legal obligations because one group of creditors is easier to contact.