Why Utility-Based Limited Companies Feel the Squeeze
By Hammond & Co
Introduction
One of the most common — and most frustrating — things we hear from directors of utility-based limited companies is:
“The accounts say we’re profitable… so why does it always feel like there’s no cash?”
If your business operates on a commission-based utility model, this situation is incredibly common. On paper, your company looks healthy. In reality, you may be watching the bank balance daily, delaying drawings, or even using personal funds to smooth out short-term gaps.
This doesn’t mean your business is failing. In most cases, it’s a cash flow visibility issue, not a profitability problem.
At Hammond & Co, we work closely with utility-sector limited companies, and in this blog we explain:
- Why profitable utility businesses often struggle with cash
- The critical difference between profit and cash
- Common cash flow traps in commission-based models
- Practical steps to regain control and reduce stress
Profit and Cash: Two Very Different Things
Let’s start with the fundamentals.
Profit is an accounting concept. It measures income earned and expenses incurred over a period, regardless of when the money actually moves.
Cash is literal. It’s what is sitting in your bank account today.
A business can be:
- Profitable but cash-poor
- Cash-rich but unprofitable
Utility-based limited companies are particularly exposed to the first scenario.
Why Utility-Based Businesses Are Prone to Cash Flow Pressure
1. Commission Timing Mismatches
Utility commission income rarely aligns neatly with accounting periods.
You may:
- Earn commission in one month
- Receive the cash weeks later
- Face adjustments or clawbacks months after that
Your accounts may show income that hasn’t yet reached your bank account — creating profit without usable cash.
2. Clawbacks and Adjustments
Clawbacks are one of the biggest cash flow disruptors in the utility sector.
A customer switches, cancels, or defaults — and commission already received is reclaimed. If cash has already been withdrawn from the business, pressure builds quickly.
Without planning, clawbacks turn healthy-looking profits into cash stress.
3. VAT Creates a False Sense of Security
VAT is not your money — even though it often feels like it is.
Many utility businesses receive VAT-inclusive commission payments and treat the full amount as available cash. When the VAT bill arrives, cash flow tightens suddenly.
VAT is one of the most common reasons profitable businesses feel squeezed.
4. Corporation Tax Is a Delayed Cash Drain
Corporation tax is calculated on profit, not cash.
This means you may owe tax:
- On income not yet received
- Or on income that was later clawed back
Without proper planning, this often results in a significant cash shock up to nine months after the year-end.
5. Drawing Money Based on Bank Balance
This is one of the most common issues we see.
Cash comes in → drawings are taken → future liabilities are forgotten.
When VAT, corporation tax, or clawbacks hit later, the business suddenly feels under pressure — even though it looked comfortable before.
The Hidden Cash Drains Directors Often Overlook
Even lean utility businesses have recurring outflows that quietly add up:
- Software and CRM subscriptions
- Professional fees
- Marketing and lead generation costs
- Repayments on overdrawn director loan accounts
Individually, these may seem manageable. Collectively, they can significantly impact cash flow.
Why Annual Accounts Don’t Solve Cash Problems
Annual accounts are backward-looking. They tell you what has already happened, not what’s coming next.
For commission-based utility companies, this is too late to manage cash effectively. By the time issues show up in the accounts, the cash pressure already exists.
What’s needed instead is ongoing visibility.
The Role of Management Accounts
Management accounts bridge the gap between profit and cash.
They help you understand:
- Which profits are real and available
- What cash needs to be set aside
- What can safely be withdrawn
- Where future pressure points lie
For utility-based businesses, effective management accounts typically include:
- Commission reconciliation
- VAT forecasting
- Corporation tax provisions
- Tracking of director drawings
Cash Flow Forecasting: The Missing Piece
A simple cash flow forecast can be transformative.
It helps answer questions like:
- Can I afford to take a dividend this quarter?
- Will next month be tight?
- What happens if commissions dip or clawbacks increase?
This isn’t about complex spreadsheets — it’s about clarity and control.
Practical Steps to Improve Cash Control
1. Ring-Fence Cash for Tax
Set aside funds regularly for:
- VAT
- Corporation tax
- Personal tax on dividends
Treat this money as untouchable.
2. Review Director Drawings Frequently
Don’t wait until year-end.
Drawings should align with:
- Actual, sustainable profits
- Cash flow forecasts
- Known and upcoming liabilities
3. Reconcile Commission Statements
Your bank balance alone doesn’t tell the full story.
Regular reconciliation ensures:
- Income is accurate
- Clawbacks are identified early
- Fewer unpleasant surprises
4. Stop Making Decisions Based on Bank Balance Alone
Your bank balance is a snapshot — not a strategy.
Sound decisions are based on:
- Current performance
- Future obligations
- Risk and volatility
The Emotional Cost of Cash Flow Stress
Cash flow stress is draining.
We often see directors:
- Second-guess decisions
- Delay important actions
- Avoid looking at the numbers altogether
Ironically, this makes the situation worse. Clear, timely information reduces stress — even when the figures aren’t perfect.
How Hammond & Co Supports Utility-Based Limited Companies
At Hammond & Co, we help utility businesses to:
- Understand the true difference between profit and cash
- Gain clear visibility over finances
- Plan drawings and dividends safely
- Avoid tax-driven cash shocks
Our approach is proactive and ongoing — not just year-end compliance.
Final Thoughts
Being profitable but short on cash does not mean your business is broken.
For utility-based limited companies, it usually means:
- Income timing needs better management
- Cash planning needs improvement
- Decisions are being made without full visibility
With the right structure and support, this is entirely fixable — and Hammond & Co is here to help.