For Jhonny Martins, without tax planning and financial control, growth can become a trap
Summary
The lack of tax planning, bad financial management and errors such as the mixing of personal finance with businesses are the main factors that lead to the closure of growing companies in Brazil, according to Jhonny Martins.
According to the last survey of the map of the company of the Ministry of Development, Industry, Commerce and Services (2024), Brazil has recorded over 3.8 million new companies open between January and December. However, the mortality rate remains high: about 1.4 million were closed in the same period.
In San Paolo, the state with the largest number of companies active in the country, 23.7% of the end-of-the-companies activities within two years, according to the Sebrae-Sp data.
For Jhonny Martins, accounting, lawyer and vice -president of Serac, the main factors that lead to early closure are linked to bad financial management, the absence of tax planning and the lack of control of operating costs. “The entrepreneur believes that they are thriving for having sold more, but does not realize he dilutes the margin, generating tax liabilities and consuming money with inefficiency”, Warns Martins.
Although by increasing revenues, the conquest of new customers and the territorial expansion are celebrated as successful signs, the expert feels invisible risks that accompany this growth. “No control of the cash flow, tax planning and reading indicators, the company grows and implodes inside,” he says.
Common financial errors and their consequences
Among the most recurring wrong ideas in expanding companies, Jhonny Martins highlights the absence of separation between personal and commercial finances, the lack of daily control of the cash flow and the decision -making process based only on revenues, ignoring profitability. “The entrepreneur often confuses money with profit. This operating myopia compromises the planning and sustainability of the company,” he explains.
Another frequent error is to expand the operation without re -evaluating the tax burden. Martins notes that many companies maintain inappropriate tax regimes for the new dimensions of the organization. “The result are higher taxes than necessary and risk of assessments for tax disqualification.”
To avoid these bottlenecks, the executive recommends the implementation of professional financial management, although on a small scale. “It is not necessary to start with a CFO, but it is essential to have active accounting, control tools and periodic relationships that indicate the margin of contribution, the average ticket, the non -compliance point and the balance point,” he says.
Tax planning should also be treated as part of the growth strategy. “Periodic analyzes can generate a relevant economy and prevent surprises with the tax authorities. Each new product, service or geographical expansion should be accompanied by a specific tax assessment,” he underlines.
In addition, Martins underlines that financial indicators should not only serve to monitor, but must support strategic decisions. “There is no sustainable growth without data. Feeling -based companies are at risk of sinking just when they seem to prospect.”
Seven errors that compromise growing companies
According to Jhonny Martins, these are the main wrong ideas that bring promising companies to the premature closure:
• Mix personal finance with business – How to avoid: keep the accounts separated and formalize pro-labor. Avoid informal cash withdrawals.
• absence of daily cash flow control – How to avoid: use management tools to trace real voices and outputs.
• Decisions based only on invoicing – How to avoid: analyze the contribution margin, the fixed costs and the balance point before the expansion of the operations.
• negligence in tax planning – How to avoid: periodically re -evaluate the tax regime and adhere to the company’s size and activity.
• expansion without revision of the tax burden – How to avoid: see experts with any change of flow rate, invoicing or operating model.
• ignore financial indicators as a decision -making base – How to avoid: monitor metrics such as default, medium tickets and regular profitability.
• lack of a minimum financial management structure – How to avoid: having an active accounting and coherent relationships, even in smaller companies.
Companies that adopt management oriented to the number and maintain financial predictability have a greater negotiation power with suppliers, a more competitive credit access and are more interesting for investors.
“The financial organization not only protects business in times of crisis, but also appreciates the company on the market. In a highly competitive environment, it is an invisible but decisive resource”, concludes Jhonny Martins.
It inspires the transformation into the world of work, business, society. It is the creation of the compass, content and the connection agency.
Source: Terra
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