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White Isuzu refrigerated delivery trucks in a yard at dawn
Illustrative scene

Illustrative scene

Chapter 01/Transport & fleet

Keeping the fleet on the road

Cash pressure was severe enough that selling part of the fleet was on the table.

Quick read

The 30-second read

  1. A cash crisis: overdue salaries and instalments competing with fuel and maintenance, and part of the fleet up for sale.
  2. The decision: keep trips running first, turn real collections into gradual repayment, and negotiate — rescheduling and a settlement with a major customer.
    • More than 70% of salary arrears were paid
    • No bank instalment remained overdue
    • The fleet was retained without selling the vehicles considered for sale
Jump to the outcome

02 / Competing claims

Every commitment wanted the same cash

Overdue salaries and financing instalments were competing with fuel and maintenance. Moving cash toward one tightened the rest — and stopping trips would have stopped collections too.

The option on the tableA selective sale plan, prepared but not implemented
The priority Ahmed choseKeep the trips running, and start repaying from real collections.
The cab and refrigerated box in detail
Illustrative scene
Limited cashSalary arrearsFinancing instalmentsFuelMaintenance

03 / Reorganising the work

A clear owner for every lane

Ahmed clarified responsibilities and set regular follow-up with the accountant and the operations lead. The team began paying down parts of the arrears while protecting what operations needed, and worked to defer or reschedule some commitments.

  1. AhmedDecisions & negotiation
    • Set cash priorities
    • Lead negotiations
    • Direct reviews and follow-up
  2. AccountantFigures & reports
    • Prepare financial reports
    • Carry out specialist accounting work
  3. Operations leadTrips & operations
    • Operations reports
    • Carry out specialist operations work
A refrigerated delivery truck leaving the yard
Illustrative scene

04 / The collection point

A reasonable explanation — but not enough

A major customer was overdue, and the explanation on offer was market conditions. Ahmed requested verification and reconciliation, then led the negotiation that ended in payment.

  1. 01Internal review

    Ahmed asked operations and accounting to review the balance before any move with the customer.

  2. 02Reconciliation

    The team reconciled balances with the customer’s accountant until both sides agreed the figure.

  3. 03Negotiated settlement

    Ahmed negotiated a settlement with a discount and payment flexibility, in exchange for a substantial part of the amount due.

  4. 04Approval

    The settlement was within Ahmed’s authority; he discussed it with the business principal and it was agreed in consultation.

  5. 05Payment

    The agreed payment was received.

A refrigerated delivery truck on the open road
Illustrative scene

Illustrative scene

05 / The open road

By the end of the assignment

24 vehicles · 31 staff · Jul 2025 — Apr 2026

  • More than 70% of salary arrears were paid
  • No bank instalment remained overdue
  • The fleet was retained without selling the vehicles considered for sale
  • Collections improved from about 50% to 80%
  • The salary backlog fell from four months to one
  • Three vehicles returned to service

Ahmed’s role and the team’s

Ahmed led the decisions and negotiations and directed the reviews and follow-up. The accountant and operations lead prepared the reports and carried out their specialist work. This was a result Ahmed led with the team — not a solo achievement.

Cash that keeps an operation running creates room to resolve what remains.