They pulled off a massive achievement of opening their own venue. Even carried out a heap of the work to get the doors open. Fortunately in this scenario, there's no family involved, so they can afford to work 80 hours per week with out risk of losing their nearest and dearest.

They are six months in, Suppliers surprise them with statements showing are amounts to pay. The cash is in the bank though, so they can get them paid but doesn't leave too much. This happens pretty regularly, some begin to require direct debit for stock that might take weeks to sell.

Staff turnover is a concern, there's a bit of mumbling about when super might be paid. It's not that they are avoiding it, it's just hard trying to find the time to process it and collect everyone's information.

Activity Statements are lodged but the first one couldn't be paid, so now they have to pay it off, while saving for the next BAS.

Cash-flow fluctuates so much that the owner isn't comfortable taking a regular weekly wage, instead just draws money from the account as needed and starts to run most personal costs through the business as well.

They're working their arse off and can't figure out where or why there's so much uncertainty. They've accepted that the money in the bank is not their own and await the next call or claim for funds.

They identify that its time to focus on their strengths and offload whatever tasks that they are not doing well or the ones that can be done cheaply by juniors, for example.

In time, sales are monitored, wages budgets are set and rosters are published according to the budget. Menus are costed and food and bev budgets are also tracked. The business has clarity and is reporting monthly profits after the owners wage. The business is once again valuable, based on a multiple of profit basis.