Wednesday, September 30, 2026
A verbal yes is not a closed deal, and more than 40 percent of B2B deals stall in the gap between agreement and signature. Here is how to close it.
Two SME owners can grow revenue by the same 30% in the same year, and end up in completely different positions. One funded that growth from margin — reinvested profit, disciplined cash management. The other funded it from debt — a loan, a line of credit, supplier terms stretched thin. On paper, both grew. In reality, only one of them actually got stronger.
Revenue growth is the number everyone celebrates — in the industry press, at the awards dinner, on the LinkedIn post. It's also the number that hides everything that matters about how that growth was funded. A business that grows 30% on borrowed money carries new fixed repayments whether or not next year's revenue holds up. A business that grows 30% funded by its own margin discipline has no such obligation hanging over it. Same top-line number. Completely different risk sitting underneath it.
This is where the FMCG and product-based businesses Kevin works with get caught most often: a big new listing or export order looks like unambiguous good news, but funding the stock, the packaging, and the working capital gap between production and payment often means leaning hard on debt or supplier credit — right at the moment the business can least afford a shock.
Before you take your growth plan to the bank, or before you celebrate the growth you've already booked, run this audit.
1. Trace the source — for every dollar of growth this year, was it funded by retained margin, by new debt, or by stretched supplier and customer terms? Most owners have never actually separated these.
2. Calculate the true cost — debt-funded growth carries an interest cost and a repayment obligation that exists independent of next year's performance. Margin-funded growth carries neither.
3. Stress-test it — if next quarter's revenue dropped 20%, could the business still service what was borrowed to fund this year's growth? If the honest answer is "barely," the growth was more fragile than it looked from the outside.
This isn't an argument against ever using debt to grow — sensible, well-priced debt against a proven opportunity is a legitimate tool. It's an argument against not knowing which kind of growth you're building, because owners who don't know often find out the hard way, in a quarter when revenue softens and the repayments don't.
"I have grown my business 5x since working with Kevin. Everything Kevin told me to do was the complete opposite of what I had been doing. Working with Kevin has truly been a complete game changer."
— Richard, Chem Suppliers
Growth conversations in SME businesses almost always start and end with revenue, because revenue is the number that's easy to state and easy to compare. Margin discipline and funding source are slower, less glamorous conversations — and they're exactly the conversations that separate businesses that compound in strength year after year from businesses that grow themselves into a cash crisis. Across nine companies of his own and 200+ businesses coached one-on-one, Kevin has seen the pattern hold: the businesses still standing a decade later weren't always the fastest growers. They were the ones that knew exactly what their growth was costing them.
If you're not sure whether this year's growth made your business stronger or just bigger, that's exactly the conversation worth having before you plan next year's.
...and you become the owner who knows what your growth is really costing you.