Cloud Accounting Is Only the Beginning: The Financial Discipline Startups Need to Grow Safely

 From automated bookkeeping to reliable numbers, cash-flow visibility and profitable growth

By CA Surekha S Ahuja

A startup can have cloud accounting, a competent accountant and rising revenue—and still make an expensive business mistake.

It may expand before cash flows can support it, mistake sales growth for profitable growth, commit funds before achieving critical milestones or make decisions using reports built on incomplete or incorrectly classified data.

Cloud accounting makes financial information accessible. It does not automatically make that information reliable, explain its business implications or tell a founder what to do next.

For young startups, the real opportunity lies in combining technology with sound financial controls, decision-oriented MIS and regular access to experienced financial guidance.

When growth consumes more cash than it generates

Consider a startup reporting a quarterly accounting profit of ₹5 lakh. During the same period, its growing receivables and inventory absorb an additional ₹15 lakh in working capital, after accounting for the increase in supplier credit.

The business is profitable, but growth has absorbed substantially more cash than its reported profit. Other cash flows will affect the final cash position, yet the working-capital movement alone warrants attention.

A founder looking only at revenue and profit might accelerate expansion. An experienced finance professional would examine collection periods, inventory movement, customer margins, supplier terms and projected cash requirements before assessing whether the business can safely take the next step.

Profitability tells the founder whether the business is earning. Cash-flow analysis helps establish whether it can finance what comes next.

That distinction can determine whether growth strengthens a startup or puts pressure on its ability to meet existing commitments.

Five financial blunders that startups can prevent

1. Expanding before cash is available

More sales can require additional inventory, staff, marketing and customer credit before the resulting cash is collected. Without forecasting this requirement, growth can create a funding gap even when the business is profitable.

2. Mistaking revenue for commercial success

A large order or fast-growing customer is not necessarily a profitable opportunity. Discounts, delivery costs, servicing requirements, credit periods and collection risk can materially alter the economics of a sale.

3. Spending ahead of milestones

A startup may recruit, increase fixed costs or enter a new market assuming that a funding round, customer contract or revenue target will materialise. If the milestone is delayed, the commitments remain.

Major spending should therefore be linked to measurable milestones, available funding and realistic downside scenarios—not optimism alone.

4. Trusting reports without validating the numbers

Automated entries and bank feeds reduce manual work, but they do not guarantee correct classification, complete records or accurate inventory and receivable balances. Errors can flow into dashboards and forecasts, making unreliable information appear authoritative.

Reconciliations, supporting documentation, review of unusual transactions and clear responsibility for data quality remain essential.

5. Treating cloud access as a substitute for data security

Who can view financial records, approve payments, alter vendor details or export sensitive information? What happens when an employee leaves, credentials are compromised or access to the platform is disrupted?

Startups should assess the provider's security and backup arrangements, use multi-factor authentication where available, apply role-based access, review permissions periodically and maintain appropriate recovery procedures. Cloud hosting alone does not guarantee security or continuity.

Three capabilities must work together

Cloud accounting provides efficiency. It can simplify transaction recording, invoicing, bank feeds and access to reports, reducing repetitive processing.

Accounting controls establish reliability. Reconciliations, supporting evidence, review of material transactions and investigation of discrepancies help establish whether the numbers can be trusted.

MIS and professional financial analysis guide decisions. They connect profitability, cash flow, working capital, budgets, risks and business milestones to the choices management must make.

A report can be timely yet unsuitable for a decision if the underlying data is unreliable or its commercial implications have not been analysed.

The objective is not simply to produce more reports. It is to understand what the figures mean for the business before committing its money.

Young startups need financial experience—not necessarily a full-time CFO

An early-stage startup may not justify a full-time Chief Financial Officer. But relying solely on bookkeeping and periodic financial statements can leave founders making consequential decisions without adequate financial analysis.

A practical alternative is to combine cloud accounting with regular access to an experienced CFO, finance adviser or Chartered Accountant whose expertise matches the startup's needs.

A structured weekly or fortnightly financial review should focus on decisions and emerging risks, not merely whether the accounts are updated.

Review area	The question management should answer
Cash and collections	What is available, what must be paid, and when are receipts realistically expected?
Profitability	Which products and customers generate adequate returns after associated costs?
Milestones	Are revenue, collections, margins and funding progressing as planned?
Financial exposure	What happens if a major receipt is delayed, sales fall short or costs rise?
Data reliability	Have material balances been reconciled and significant exceptions investigated?
Action	What must change, who is responsible and when will the outcome be reviewed?

A concise monthly MIS should bring together profitability, working capital, budget versus actual performance, milestone progress and the financial outlook. Where growth is rapid or cash is tight, a rolling 13-week cash-flow forecast can help identify pressure before it becomes urgent.

The frequency of review should reflect the startup's stage, cash position, complexity and risk. The value lies in challenging assumptions, identifying deviations early and changing course while options remain available.

A virtual or fractional CFO can provide access to senior financial expertise without the immediate cost of a full-time executive. The arrangement works best when the startup maintains reliable records and the adviser understands its business model, financial position and growth plans.

The CA Sahuja Perspective

Cloud accounting should free up time for financial thinking—not create the illusion that software alone can manage a business.

For a young startup, the winning combination is technology to process, controls to validate, security to protect, MIS to interpret and experienced financial judgment to guide action.

Founders should not wait until cash runs short, a milestone is missed or funding becomes urgent before seeking experienced financial guidance. Regular financial discussions can help them assess whether their ambitions are supported by the business's actual performance, financial capacity and risk exposure.

The dream belongs to the founder. Turning it into a sustainable business requires ambition, execution and disciplined financial decisions.

The real test is not how quickly a startup produces its financial reports. It is whether its information is reliable, its spending is aligned with milestones and its growth converts into sustainable profit and cash flow.

MCA Extends Annual Filing Timelines for FY 2025–26: AOC-4 by 31 December, MGT-7 by 31 January

 Relief from additional filing fees—but no extension of the statutory AGM deadline.

By CA Surekha S Ahuja

The Ministry of Corporate Affairs (MCA), through General Circular No. 05/2026 dated 24 October 2026, has granted companies additional time to file specified annual financial statements and returns for FY 2025–26 without payment of additional fees.

The relief provides a valuable window to complete annual compliance, but its scope is specific: the AGM deadline remains unchanged, and the circular does not grant a blanket waiver of statutory defaults.

Revised filing deadlines

Forms	Purpose	Extended deadline
AOC-4, AOC-4 (CFS), AOC-4 (XBRL), AOC-4 NBFC (Ind AS), AOC-4 CFS NBFC (Ind AS)	Financial statements and applicable variants	31 December 2026
MGT-7 and MGT-7A	Annual returns	31 January 2027

The applicable form depends on the company's status and reporting requirements.

What the relief means—and what it does not

1. No additional fees within the extended window

The specified forms for FY 2025–26 may be filed by the respective extended dates without additional fees.

2. The AGM deadline is unchanged

Paragraph 3 expressly clarifies that the circular does not extend the statutory time for holding an AGM. Companies that have missed the applicable AGM timeline remain liable under the relevant provisions of the Companies Act, 2013.

3. Late filing beyond the relaxation can attract additional fees

Under paragraph 4, filings made after the relaxation period will attract applicable fees, including additional fees, calculated from the original statutory due dates.

4. The relief is form-specific

It should not be treated as a blanket extension for every MCA filing, a general amnesty for defaults or a waiver of other statutory obligations.

What companies should do now

Use the additional time to:

• Finalise accounts, reconciliations and statutory audits.

• Complete the necessary board and shareholder approvals.

• Verify the applicable AOC-4 variant and MGT-7/MGT-7A requirement.

• Check AGM compliance separately.

• File well before the extended deadlines to avoid last-minute errors and portal-related delays.

CA Sahuja Perspective

The MCA's announcement offers practical relief from additional filing fees, but filing relief is not the same as statutory compliance relief.

Companies should use the extended window to complete accurate annual filings while independently addressing any AGM default or other outstanding obligation.

Official reference: MCA General Circular No. 05/2026 dated 24 October 2026, Relaxation of additional fees and extension of time for filing of Financial Statements and Annual Returns under the Companies Act, 2013.

Ministry of Corporate Affairs — Official Website

This update is based on the cited circular. Companies should assess their individual compliance position under the applicable law.

Commercial Debit Note under GST: 14 Cases, Format & Entries

 Commercial Debit Note under GST: 14 Situations, Correct GST Treatment, Format and Accounting Entries

By CA Surekha S Ahuja

A supplier delivers goods worth ₹10 lakh. The buyer discovers a shortage, defective items or an overcharge of ₹80,000.

The buyer raises a debit note.

The accounts team records the recovery. The supplier adjusts the balance. Both move on.

But one question can change the tax treatment: Is this merely a commercial adjustment—or does it require a GST document and a corresponding tax adjustment?

A commercial debit note does not, by itself, reduce the supplier’s GST liability or create an additional GST credit for the buyer. Confusing it with a statutory GST debit note or credit note can lead to incorrect returns, disputed input tax credit (ITC), and avoidable reconciliation problems.

This guide explains the distinction and how to handle 14 common business situations.

1. Commercial debit note vs GST debit note: the essential distinction

Particulars	Commercial debit note	GST debit note
Who generally issues it?	Buyer to supplier, to claim an amount or record an adjustment	Supplier to recipient
Purpose	Commercial recovery, shortage, overcharge or contractual adjustment	To correct an invoice where taxable value or tax charged was lower than payable
GST effect by itself	No automatic change in GST liability or ITC	May affect the supplier’s tax liability and recipient’s ITC, subject to the law
GST return reporting	Not reported as a statutory GST debit note merely because it is called a debit note	Reported under the applicable GST reporting requirements
Main legal reference	Underlying contract, transaction and accounting records	Section 34(3) of the CGST Act and applicable rules

Remember: The document’s title does not determine its GST treatment. Its purpose, the underlying transaction and the statutory conditions do.

Section 34(3) of the CGST Act deals with a supplier-issued debit note where the taxable value or tax charged in the original invoice is less than the value or tax payable. A buyer’s commercial debit note is not a substitute for that document.

Read Section 34 of the CGST Act.

2. The 14 situations: what should the business do?

No.	Situation	Correct approach
1	Goods returned to supplier	Document the return. Determine whether the supplier will issue a GST credit note or the buyer must account for the return as a separate supply under the applicable facts and law. Do not reverse or adjust GST twice.
2	Short supply	Record the shortage and claim the contractual amount. Reconcile the original invoice, goods received and payment. ITC depends on the actual receipt and applicable statutory conditions.
3	Damaged or defective goods	Preserve inspection reports, photographs, rejection notes and correspondence. Establish whether goods are returned, retained at a reduced price or compensated separately.
4	Supplier overcharged the buyer	Seek correction of the invoice and applicable GST treatment. A buyer-issued commercial debit note alone does not correct the supplier’s GST invoice or tax liability.
5	Post-sale discount	A commercial or financial credit note may adjust the amount payable without reducing the supplier’s GST liability. Apply the relevant conditions and guidance in CBIC Circular No. 251/08/2025-GST.
6	Liquidated damages for supplier delay	Examine the contract and the real nature of the payment. Compensation for breach is not automatically consideration for a taxable service. Apply Circular No. 178/10/2022-GST.
7	Buyer paid an expense on supplier’s behalf	Recover the amount with supporting evidence. Rule 33 treatment as a pure-agent exclusion is available only when all prescribed conditions are met.
8	Advance, deposit or settlement adjustment	Reconcile the original payment and contractual obligation. A debit note cannot, by its label alone, determine the GST consequences of the adjustment.
9	Post-supply price reduction	Identify whether the reduction is merely commercial or qualifies for a GST value reduction under the applicable statutory conditions. Do not assume that every price reduction permits tax adjustment.
10	Supplier reimburses buyer’s expenses	Establish whether this is a genuine recovery, part of the consideration for the original supply or payment for a separate supply. The label “reimbursement” is not decisive.
11	Cheque dishonour charges	Review the underlying arrangement and the nature of the charge. Apply the principles in Circular No. 178/10/2022-GST rather than treating every recovery as automatically taxable or exempt.
12	Buyer breaches contract; damages or earnest money are forfeited	Examine the contractual facts and substance of the payment. A penalty or forfeiture is not automatically taxable merely because money is retained.
13	Exempt or non-GST transaction	Record the commercial adjustment correctly, but do not levy GST merely because a debit note is raised. Check whether any separate taxable supply exists.
14	Statutory dues or third-party costs recovered	Identify who incurred the liability, whose obligation it was, and whether the recovery forms part of the value of another supply or represents a separate supply.

These are common fact patterns, not automatic tax classifications. The supporting contract, invoice, evidence and actual conduct determine the correct treatment.

3. Three cases where a wrong entry can become a GST problem

Case A: The supplier issues a commercial credit note for a discount

A supplier invoices goods at ₹5,00,000 plus GST and later gives the buyer a commercial credit note for ₹50,000.

If the supplier does not reduce the taxable value and output tax through a statutory GST credit note, the commercial credit note does not, by itself, reduce the supplier’s GST liability. Under the clarification in Circular No. 251/08/2025-GST, the recipient is not required to reverse otherwise eligible ITC merely because such a financial or commercial credit note has been issued.

The original invoice, tax payment, credit note and ledger reconciliation should still be retained.

The mistake to avoid: Reducing output tax or reversing ITC solely because a commercial credit note appears in the books.

Read Circular No. 251/08/2025-GST.

Case B: The buyer claims liquidated damages for delay

A supplier misses a delivery deadline. The contract provides for damages of ₹1 lakh, and the buyer raises a commercial debit note.

The debit note records the claim; it does not settle the GST question.

Circular No. 178/10/2022-GST clarifies the GST treatment of liquidated damages, compensation and penalties. A payment arising from a breach is not automatically consideration for a service of tolerating the breach. The actual contractual arrangement and nature of the payment must be examined.

The mistake to avoid: Applying GST—or assuming that GST cannot apply—merely from the words “penalty”, “damages” or “deduction”.

Read Circular No. 178/10/2022-GST.

Case C: The buyer returns goods

A buyer returns defective goods and raises a commercial debit note for the value claimed.

The parties must establish how the return is being accounted for. Depending on the facts and applicable law, the supplier may issue a GST credit note, or the return may need to be treated as a separate supply by the buyer. The relevant invoices, movement records, tax treatment and ledger entries must agree.

The mistake to avoid: Treating the buyer’s commercial debit note as sufficient evidence that the supplier’s output tax and the buyer’s ITC have automatically been adjusted.

4. A practical decision tree before issuing a debit note

Step 1 — What is the buyer claiming?

• Shortage, damage, overcharge or contractual recovery: Prepare a commercial debit note supported by evidence.

• Correction of the supplier’s taxable value or tax charged: Ask whether the supplier must issue the relevant statutory GST document.

• A separate supply by the buyer: Assess the buyer’s own GST invoicing and tax obligations.

Step 2 — Does the adjustment change the original supply’s taxable value or tax?

• No: Record the commercial adjustment without assuming a GST reduction.

• Yes: Check the statutory route, eligibility conditions, time limits and applicable reporting requirements.

Step 3 — Is the amount damages, a reimbursement or a price reduction?

Examine the contract, actual events, supporting records and applicable GST guidance. The accounting description alone is not conclusive.

Step 4 — Do the records agree?

Reconcile the debit note, original invoice, goods receipt or return, supplier confirmation, payment and GST return treatment wherever relevant.

If any answer remains unclear, hold the GST adjustment until the transaction is properly classified.

5. Commercial debit note format

A commercial debit note should clearly identify the claim and its supporting transaction. The following is a practical format; it is not a prescribed GST debit-note format.

COMMERCIAL DEBIT NOTE

• Debit Note No.: [●]

• Date: [●]

• Buyer’s name, address and GSTIN: [●]

• Supplier’s name, address and GSTIN: [●]

• Original invoice number and date: [●]

• Purchase order or contract reference: [●]

• Reason for debit: [Short supply / damage / overcharge / contractual recovery / other]

• Description of goods or services: [●]

• Quantity or amount affected: [●]

• Amount claimed: ₹[●]

• GST treatment and basis, where relevant: [●]

• Supporting documents: [Inspection report / delivery record / correspondence / contract clause]

• Net adjustment claimed: ₹[●]

Declaration: This document records a commercial claim or adjustment. It is not, merely by being issued, a statutory GST debit note under Section 34(3) of the CGST Act.

The wording should be adapted to the actual transaction. Do not describe a disputed or unverified amount as an admitted liability.

6. Illustrative accounting entries

Entries depend on the transaction, the accounting policy and whether the amount is accepted or disputed. These examples are not universal journal-entry instructions.

Example 1: Buyer records an accepted commercial recovery of ₹10,000

Illustrative buyer entry:

• Supplier / payable account — Debit ₹10,000

• Relevant expense, purchase adjustment or recovery account — Credit ₹10,000

The credit account must reflect the substance of the transaction. A purchase-price adjustment, damages claim and reimbursement may require different treatment.

Example 2: Supplier accepts the commercial claim

Illustrative supplier entry, where the amount is properly recognised as a reduction in the amount receivable:

• Relevant sales adjustment, expense or claim account — Debit ₹10,000

• Buyer / receivable account — Credit ₹10,000

Do not automatically adjust output GST in either entry. Any tax adjustment must follow the applicable statutory route and conditions.

Example 3: Claim remains disputed

Do not treat the amount as an accepted settlement merely because the buyer has issued a debit note. Assess recognition, disclosure and recoverability under the applicable accounting framework and the facts.

7. The pre-issue checklist for accounts teams

Before posting or accepting a commercial debit note, confirm:

• The original invoice, purchase order and relevant contract are identified.

• The reason and amount of the claim are supported by records.

• The supplier has been notified, and acceptance or dispute status is recorded.

• The document is correctly distinguished from a statutory GST debit note or credit note.

• ITC and output tax have not been changed merely because a commercial document was issued.

• Any return of goods, price reduction, damages or reimbursement has been separately analysed.

• The ledger, payment adjustment and GST return treatment are consistent.

• The document and supporting evidence are retained for audit and reconciliation.

8. Common questions

Does a commercial debit note attract GST?

Not merely because it is issued. The GST outcome depends on the underlying transaction. A separate taxable supply or an amount forming part of the value of a supply may have GST consequences.

Can a buyer issue a GST debit note to increase the supplier’s tax?

A buyer’s commercial debit note is not the supplier-issued statutory debit note contemplated by Section 34(3). Where the original supplier invoice understates taxable value or tax, the supplier must examine the appropriate statutory correction.

Does a commercial debit note reduce the supplier’s output GST?

No, not by itself. A commercial claim or adjustment does not automatically reduce output tax.

Must the recipient reverse ITC when a commercial credit note is issued?

Not solely because a commercial or financial credit note has been issued. Circular No. 251/08/2025-GST clarifies the treatment of such discounts where the supplier does not reduce the original GST liability. The recipient must still satisfy the normal ITC conditions.

Are liquidated damages always outside GST?

No blanket conclusion should be drawn. Circular No. 178/10/2022-GST explains that damages or penalties arising from breach are not automatically consideration for a taxable service. The facts and contractual substance remain important.

Can a commercial debit note be used for every adjustment between buyer and supplier?

No. It may document a commercial claim, but it cannot replace a required tax invoice, statutory debit note or credit note, or the correct treatment of a separate supply.

CA S. Ahuja perspective

A debit note is easy to issue. Correctly classifying the transaction behind it is the real work.

For every commercial debit note, the accounts team should answer three questions before posting:

1. What exactly is being recovered or adjusted?

2. Does the adjustment change the GST treatment of the original supply, or is it a separate transaction?

3. Which document, evidence and return treatment support that conclusion?

A well-supported commercial debit note protects the business’s contractual position. A wrongly classified one can create a mismatch between the books, GST returns and the counterparty’s records.

The control that matters is simple: never let an accounting document decide the GST treatment. Let the transaction and the law decide it.

Buying Property From an NRI: The New TDS Route Is Simpler. The Risk Is Still the Buyer’s.

 A buyer’s story, a decision tree and the compliance steps every buyer should follow before paying a non-resident seller

By CA Surekha S Ahuja

The property was finalised. The price was negotiated. The bank was ready to release the money.

Then came one question from the buyer’s accountant:

“Are we deducting TDS at 1%—or is the seller a non-resident?”

The buyer had assumed that buying a property from an NRI was no different from buying one from a resident Indian. The agreement was ready, and the payment schedule had been discussed. Nobody had yet examined the seller’s tax-residency status, the applicable deduction rate or the procedure for depositing and reporting the tax.

That oversight can turn an otherwise straightforward property purchase into a tax-compliance problem for the buyer.

From 1 October 2026, the process has become more convenient for eligible buyers. A resident individual or HUF purchasing immovable property from a non-resident can use Form 141, Schedule E, through the income-tax e-filing portal without obtaining a TAN solely for this transaction.

But the distinction is crucial: simpler filing does not mean lower TDS, automatic tax-rate certainty or freedom from the buyer’s responsibility.

Here is how to get the transaction right.

1. One-page decision tree: Which TDS route should the buyer follow?

Use this decision tree before making an advance, paying an instalment or crediting the sale consideration.

START
  |
  v
Is the seller a resident of India for income-tax purposes?
  |
  +-- YES --> Examine the resident-seller TDS provisions.
  |           Where applicable, use Form 141, Schedule B.
  |           Do not use Schedule E.
  |
  +-- NO --> Treat the transaction under the applicable
              non-resident property-transfer provisions.
              |
              v
       Is the buyer a resident individual or HUF?
              |
              +-- YES --> Consider Form 141, Schedule E
              |           from 1 October 2026.
              |           No TAN is required solely for
              |           this eligible transaction.
              |
              +-- NO --> Schedule E is not available.
                          Follow the applicable TAN-based
                          TDS and reporting procedure.
              |
              v
       Has the correct TDS rate and amount been determined?
              |
              +-- NO --> Review the seller's status, nature
              |           of capital gain, PAN, applicable
              |           rate and any valid lower/nil
              |           deduction determination.
              |
              +-- YES --> Record the basis and calculation.
              |
              v
       Is payment being made in instalments or to multiple
       buyers/sellers?
              |
              +-- YES --> Map each payment, buyer's share,
              |           seller's share and reporting
              |           requirement before payment.
              |
              +-- NO --> Proceed with the documented
                          deduction and reporting plan.
              |
              v
       Deduct at the applicable time; deposit and report
       within the deadline for the chosen route; preserve
       proof of payment and filing; issue the TDS certificate.

Decision-tree caution: The route depends on the actual facts and applicable law. Do not assume that a seller’s NRI label, overseas bank account or passport alone settles tax residency. Equally, do not assume that Form 141 Schedule E determines the correct rate for you.

2. Form 141: What changed from 1 October 2026?

The Income-tax Rules were amended to introduce the revised procedure. For an eligible resident individual or HUF buying immovable property from a non-resident, Schedule E of Form 141 provides a route through the buyer’s PAN-based e-filing login without requiring a TAN solely for that transaction.

Buyer and seller	Compliance route to examine
Resident individual/HUF buying from a non-resident	Form 141, Schedule E, if the conditions are met
Company, firm, LLP or other buyer not eligible for Schedule E, buying from a non-resident	Applicable TAN-based TDS procedure
Buyer purchasing from a resident seller	Applicable resident-seller provisions; Schedule B of Form 141 where relevant

The new facility is a filing-route change, not a blanket change in the tax treatment of a non-resident seller’s property transfer.

3. Do not apply the resident-seller rate automatically

One of the costliest mistakes is to apply the familiar 1% TDS rate associated with certain resident-seller property transactions to a purchase from a non-resident.

A non-resident seller’s transaction must be examined under the applicable provisions for payments to non-residents. The rate and amount of deduction depend on the legal character of the payment, the seller’s circumstances, the applicable rates and any valid determination or certificate.

Before fixing the payment amount, examine:

• The seller’s tax-residency status for the relevant period.

• The nature of the gain and the applicable tax provisions.

• The consideration and other facts relevant to the deduction.

• The seller’s PAN and other prescribed particulars.

• Whether a valid lower- or nil-deduction certificate or determination applies.

In the absence of an applicable determination authorising a lower deduction, the buyer should not simply deduct tax on an assumed net gain or use a resident-seller rate. The amount to be withheld must be determined under the governing provisions for the actual transaction.

Where appropriate, the seller may seek a lower or nil deduction certificate under section 395(1), and the buyer may seek a determination under section 395(2). These routes should be considered early enough to avoid delaying the payment or creating a short-deduction exposure.

Practical rule: Settle the TDS position before the payment date—not after the sale deed has been registered and the money has left the buyer’s account.

4. When must TDS be deducted?

TDS timing is not postponed merely because the sale deed is registered later or the balance payment is scheduled for another date.

The buyer should identify the applicable trigger—credit or payment, whichever is earlier under the relevant provision—and document the deduction for each payment or credit.

For an instalment-based transaction, prepare a payment schedule showing:

• The amount and date of each instalment.

• The portion attributable to each buyer and seller.

• The TDS calculation and amount deducted.

• The filing and deposit deadline for each deduction.

Do not assume that an advance paid before registration can be ignored for TDS purposes.

5. Schedule E filing and the deadline

For an eligible transaction reported through Form 141, Schedule E, the filing and payment must be completed within 30 days from the end of the month in which tax is deducted.

For example, where deduction takes place on 21 October 2026, the 30-day period from the end of that month ends on 30 November 2026.

Do not confuse this with the deadlines applicable to the separate TAN-based quarterly statement route. Where Schedule E is not available, the buyer must follow the applicable deposit and reporting requirements for that route.

Keep the challan, filed statement, acknowledgement and TDS certificate available for the buyer’s records and the seller’s tax-credit reconciliation.

6. Multiple buyers or sellers: Do not treat the transaction as one undivided payment

Joint ownership can complicate both deduction and reporting.

Where there are multiple buyers: Each deductor must file separately for their own share of the transaction, following the applicable procedure. The form also requires the prescribed particulars of the buyers and their respective shares.

Where there are multiple sellers: A single Form 141 may cover multiple deductees only when the prescribed conditions are met, including the same deductee category and the same month of deduction. A resident seller and a non-resident seller cannot simply be combined in the same form; the applicable schedules and procedures must be followed separately.

Before making payment, reconcile the sale deed, ownership shares, payment instructions and TDS reporting plan. A mismatch between the registered ownership and the amounts reported can create avoidable questions later.

7. Verify the seller’s details before filing

The buyer should obtain and verify the information required for the applicable form and rate determination. Depending on the transaction, this may include:

• Seller’s name, PAN and address.

• Non-resident status and prescribed overseas particulars.

• Tax Residency Certificate and Tax Identification Number, where required.

• Sale consideration, ownership share and payment details.

• Relevant lower- or nil-deduction certificate or determination, if obtained.

Missing or invalid PAN and other prescribed particulars can trigger higher-rate consequences under the applicable provisions. Do not wait until the last day to discover that the seller’s information is incomplete.

8. What can go wrong for the buyer?

A buyer who fails to deduct tax, deducts less than required or misses the applicable deposit or reporting deadline may face consequences under the Income-tax Act, including interest, fees, penalties or other proceedings where the statutory conditions are met.

The seller’s promise to pay the tax later does not, by itself, remove the buyer’s compliance obligation.

Nor should the buyer assume that registration of the sale deed, payment through a bank or the use of an e-filing form proves that the correct tax has been deducted.

Where funds are to be remitted outside India, FEMA and banking documentation should also be examined separately. Income-tax TDS compliance and the permissibility or documentation of a remittance are related transaction issues, but one does not automatically satisfy the other.

CA S.Ahuja Perspective

The new Schedule E route removes one procedural hurdle for eligible individual and HUF buyers. It does not remove the need to determine the seller’s status, calculate the correct deduction, document each payment and meet the applicable deadline.

Before signing off on a purchase from an NRI, a buyer should be able to answer three questions:

1. Have we selected the correct TDS route?

2. Can we support the rate and amount deducted with the applicable law and documents?

3. Have we assigned responsibility for every deduction, deposit, filing and certificate?

If any answer is uncertain, resolve it before releasing the money.

The safest property transaction is not merely one in which the sale deed is registered. It is one in which the buyer can also defend the TDS treatment adopted.

Your Business Has 10 Heads of Ravana. Which One Is Eating Your Wealth?

Vijaya Dashami Special | A 20-day business health check for promoters — from Dussehra to Diwali

By CA Surekha S Ahuja | Casahuja.com

Ravana burns in one evening. Business wealth doesn't.

It erodes slowly—through decisions postponed, warning signs explained away and problems everyone sees but nobody owns.

Record turnover, unpaid suppliers. Rising profits, rising debt. Decades of growth, yet the business still depends on one person. A tax issue ignored until the notice arrives.

From the outside, the business looks successful. Inside, the value on paper may be far greater than the wealth actually being created.

This Dussehra, find the heads before they find you. By Diwali, start defeating them.

The 10 heads of Ravana inside your business

1. Profit without cash

The profit and loss account shows a profit. The bank account disagrees. Cash is trapped in receivables, inventory and unadjusted advances.

Test: Can you explain, with numbers, where your profit went?

Act: Review operating cash flow, receivable ageing and inventory every month. Assign responsibility for releasing blocked cash.

2. Growth that destroys value

More branches, more orders, more borrowing, thinner margins. Turnover is not wealth. Profitable, cash-generating growth is.

Test: Before expanding, do you know the additional capital required, the margin earned and when the cash will return?

Act: Approve no major expansion without a funding plan, realistic cash-flow projections and an assessment of expected returns.

3. Customers using you as their bank

You pay employees and suppliers, then wait months for customers to pay. You are financing their business with yours.

Test: Which customers are consuming the most of your cash through overdue payments?

Act: Set customer-wise credit limits, weekly collection targets and escalation rules. A promise to pay is not a payment.

For eligible micro and small enterprises, delayed-payment provisions may also have income-tax consequences for the buyer. The applicable statutory conditions and exceptions must be checked before relying on this as leverage.

4. Borrowing that hides the real problem

Another loan. A bigger overdraft. More money from the promoter. The pressure eases, then returns—often larger.

Test: Is the borrowing covering a temporary timing gap or a recurring operating deficit?

Act: Prepare a rolling 13-week cash-flow forecast. Diagnose the cause before borrowing more.

5. Costs nobody owns

Excess stock, idle capacity, rework, freight and unnecessary overheads. Harmless individually, they can collectively eat away the margin.

Test: Can your finance team explain why margins have changed and which costs are growing fastest?

Act: Identify the major cost leakages, assign responsibility and measure actual savings—not merely proposed cuts.

6. One customer, one supplier, one person

Stability that rests on a single relationship is fragility in disguise.

Test: What happens if your largest customer stops buying tomorrow?

Act: Measure customer and supplier concentration, develop alternatives, document critical processes and build a second line of management.

7. Controls that exist only on paper

The same person initiates, approves and records transactions. Reconciliations remain pending. Stock differences are explained away.

Test: Could an unauthorised payment or inventory loss go unnoticed for months?

Act: Separate duties, set approval limits, reconcile independently and verify inventory physically. Investigate exceptions instead of normalising them.

8. Compliance deferred until the notice

A missed deadline, unsupported expense or incorrect tax position may look insignificant until interest, penalties, disallowances or litigation follow.

Test: Do you know your unresolved tax exposures, upcoming deadlines and the evidence supporting material tax positions?

Act: Maintain a compliance calendar with named responsibility and a separate register of unresolved issues, potential liabilities and corrective deadlines.

9. Family disputes waiting to happen

Ownership, management roles, remuneration, succession and exit expectations remain informal because nobody wants an uncomfortable conversation.

Then a founder retires, a shareholder dies or the next generation takes control—and the business becomes the battlefield.

Test: Could the business continue smoothly if a key shareholder were no longer available?

Act: Review ownership records, succession arrangements, decision-making authority and shareholder agreements with appropriate professional advice.

10. The promoter as bottleneck

Every decision waits for one person. Managers report activities rather than results. Financial information arrives too late to influence decisions.

The promoter remains busy, but the business cannot grow beyond the promoter's personal capacity.

Test: Can your business function effectively for 30 days without your daily intervention?

Act: Build a monthly management information system covering cash, receivables, inventory, margins, debt, compliance and major business risks. Delegate defined decisions and review measurable outcomes.

The 20-day challenge: Identify the Ravana. Act before Diwali.

Vijaya Dashami is the day to identify what is weakening your business. Diwali is your deadline to demonstrate that corrective action has begun.

Do not attempt to solve every problem in 20 days. Identify the three weaknesses posing the greatest threat to your cash, profitability or business continuity and act on them.

Days 1–5 | Identify. Review the ten warning signs. Select your three highest-priority risks and quantify their financial or operational impact.

Days 6–10 | Assign. Name a responsible person for each risk. Set a measurable target, a deadline and the authority needed to act.

Days 11–15 | Execute. Begin collections, address avoidable working-capital blockages, correct control weaknesses and act on overdue compliance issues.

Days 16–20 | Verify. Compare results with the starting position. Record what improved, what remains unresolved and which decisions require the promoter's intervention.

Risk area	What to measure	Diwali target
Overdue receivables	Cash collected against the recovery plan	Demonstrable collection progress
Excess inventory	Value of slow-moving or avoidable stock	Measurable reduction or a documented disposal plan
Funding pressure	Forecast cash gap	A credible, funded cash-flow plan
Cost leakage	Actual savings against the baseline	Verified savings or corrective action
Compliance exposure	Open issues and approaching deadlines	Documented action on priority exposures
Promoter dependency	Decisions delegated and completed	Reduced unnecessary escalation

Do not count meetings held. Count what changed.

Some problems will take longer than 20 days to resolve. That is acceptable. What is not acceptable is reaching Diwali without ownership, a deadline or evidence of progress.

The Diwali test is simple: What has improved, what risk has reduced, and what remains to be done?

CA S. Ahuja Perspective

The most dangerous business risks are rarely hidden. They sit in plain sight—in the ageing report, the rising debt, the unexplained margin decline, the unsigned agreement or the unresolved compliance issue.

They survive because the promoter is busy with the next order, the next expansion or the next funding round.

But growth and strength are not the same thing.

The real test is whether your business can generate sustainable cash, earn adequate returns, meet its obligations, withstand disruption and protect the wealth its owners have worked to create.

This Vijaya Dashami, do not ask only how much your business has grown.

Ask what could destroy that growth—and which decision you have been postponing.

You do not need to defeat all ten heads today. You do need to stop ignoring them.

By Diwali, make sure at least one of your business's most dangerous weaknesses is being decisively addressed.

Because the real victory is not burning an effigy for one evening.

It is protecting the value you have built, one business decision at a time.

Casahuja.com | Practical tax, finance and business advisory for promoters and enterprises.

Deceased Investor, Old Share Application Money and Unclaimed Funding: How a Company Can Close the Balance Without Creating New Liabilities

 By CA Surekha Ahuja

A private company may carry old share application money, an investor loan, an unconverted instrument or an advance for a funding round that never closed. The problem becomes more difficult when both the investor and spouse have died, records are incomplete and no one has claimed the money.

Writing off the balance, allotting shares retrospectively or refunding the money to an available family member may appear convenient. Each step can create fresh company-law, tax or succession problems.

The correct approach is to establish what the company owes, who is legally entitled to receive it, what MCA action is required and how the transaction must be treated under the applicable Income-tax Act.

1. Start with the actual nature of the balance

The balance-sheet description is not conclusive. Examine the original transaction, documents and subsequent events.

Balance in the books	Company-law action	Income-tax review
Share application money pending allotment	Verify the offer, allotment deadline and refund obligation	Establish the original source and nature of the receipt
Advance against proposed shares	Examine the subscription agreement, approvals and applicable issue requirements	Check evidence supporting the original credit
Allotted equity or preference shares	Follow the applicable transmission process	Review the original capital transaction and any later transaction separately
Debentures or convertible instruments	Apply conversion, maturity, redemption and repayment terms	Examine interest, redemption and withholding-tax consequences
Investor or founder loan	Verify the agreement, principal, interest and repayment terms	Establish the original credit and examine any later remission separately
Failed funding round	Determine whether a contractual or statutory refund obligation arose	Preserve evidence of the receipt and repayment basis
Unexplained or unsupported credit	Reconstruct the transaction before deciding the corrective action	Assess potential unexplained-credit exposure for the relevant tax year

Do not reclassify an amount merely to make closure easier. The treatment must follow the transaction's legal substance.

2. MCA compliance: allotment, refund and transmission

Share application money

Where the transaction is a private placement governed by Section 42 of the Companies Act, 2013, Section 42(6) requires allotment within 60 days of receipt of application money. If allotment does not take place within that period, the money must be refunded within the following 15 days. Failure to refund within that further period attracts interest at 12% per annum from the expiry of the 60th day.

These deadlines must not be applied indiscriminately to every advance, loan or funding receipt. Examine whether Section 42 actually governs the transaction and whether the offer complied with the applicable statutory requirements. The relevant provisions of the Companies (Acceptance of Deposits) Rules, 2014, must also be considered.

In Murlidhar Vincom Pvt. Ltd. v. Skoda (India) Pvt. Ltd., NCLAT, 26 November 2024, the Tribunal rejected an insolvency appeal seeking to treat the outstanding share application money as a financial debt under the facts before it. The absence of evidence of a compliant private-placement offer was material to the deposit-rule argument. The Tribunal left recovery before an appropriate forum open. The decision should not be read as eliminating the company's underlying refund obligations where these are otherwise established.

Practical action: Prepare a transaction-wise schedule recording the date and amount received, supporting offer and application documents, allotment status, refund deadline, interest exposure, refunds made, statutory filings and outstanding balance.

Do not backdate applications, board minutes or allotments. Identify any past default and obtain advice on the legally available corrective route. A late filing does not necessarily cure a substantive contravention.

If the investor and spouse have both died

The company must establish the succession chain before paying the claim or transmitting securities.

Obtain and examine:

• Death certificates and the relevant dates of death.

• Any will, probate, letters of administration or court order.

• The applicable succession law and the identity of all persons legally entitled.

• A succession certificate or other appropriate evidence where required for the particular asset or claim.

• Identification, tax and banking details of the verified recipient.

A succession certificate under Sections 372 and 381 of the Indian Succession Act, 1925, may be relevant to debts and securities. It is not a universal requirement for every case. The appropriate documentation depends on the asset, succession facts and applicable law.

The spouse does not necessarily inherit the entire claim. The order of deaths, any will and the applicable succession law may determine who ultimately becomes entitled.

An indemnity or no-objection declaration may support a properly established settlement, but it cannot cure defective title or extinguish the rights of an omitted heir. Where entitlement is disputed or uncertain, do not release the money until the position is resolved through appropriate legal advice or proceedings.

If shares were already allotted

The issue is ordinarily transmission of existing securities, not refund of the original subscription money. Follow Section 56 of the Companies Act, 2013, and the applicable rules and company procedures.

First verify that the shares were validly allotted and that the statutory records reflect the transaction. Do not allot shares afresh in a deceased person's name merely to clear an old balance.

Check the IEPF position

Section 125(2)(f) of the Companies Act, 2013, covers specified application money due for refund and related interest that remains unclaimed and unpaid for seven years, subject to the statutory requirements.

Confirm whether the particular amount falls within the specified category, when the relevant period began, whether any payment or refund was made and what action is required. Do not assume that every old loan or advance is covered by the same IEPF provision.

3. Income-tax compliance: examine the original receipt and the proposed closure separately

Three questions must be answered independently:

1. Was the original receipt satisfactorily explained?

2. Does the company still have a legally enforceable liability?

3. Would the proposed settlement, remission or write-back have tax consequences?

Unexplained credits

For tax years governed by the Income-tax Act, 1961, Section 68 may apply where a sum is credited in the books and the company fails to satisfactorily explain its nature and source.

For tax years governed by the Income-tax Act, 2025, Section 102 deals with unexplained credits. The applicable Act and transitional provisions must be identified for the relevant tax year.

The company should retrieve the original bank statement, subscription or loan agreement, investor details, board approvals, relevant MCA filings, ledger entries and financial statements. Where available, retain evidence of the investor's identity, creditworthiness and genuineness of the transaction.

In PCIT v. NRA Iron & Steel Pvt. Ltd., decided by the Supreme Court on 5 March 2019, the Court emphasised the importance of evidence regarding investor identity, creditworthiness and transaction genuineness. The fact that a credit has appeared in audited accounts for several years does not, by itself, establish that its original nature and source were adequately explained.

Section 41(1): will a write-back be taxable?

For periods governed by the Income-tax Act, 1961, Section 41(1) generally applies where a deduction or allowance was previously made for a loss, expenditure or trading liability and the company subsequently obtains a benefit through remission or cessation of that liability. The provision's explanation also addresses unilateral write-offs of qualifying liabilities.

In CIT v. Sugauli Sugar Works (P.) Ltd. (1999) 236 ITR 518 (SC), the Supreme Court held that a unilateral accounting entry, by itself, does not establish cessation of liability for Section 41(1).

For an old investor balance, the distinction is critical:

• Share application money, share capital and investor loans are not automatically taxable under Section 41(1) merely because they remain outstanding for years.

• The nature of the liability and whether a deduction was previously allowed for a qualifying trading liability must be examined.

• A problem with the original receipt may raise a separate issue under the applicable unexplained-credit provision even if Section 41(1) does not apply.

• The correct provision under the Income-tax Act, 2025, must be identified independently. Section 41 of the 2025 Act concerns written down value of depreciable assets; it is not the equivalent of Section 41(1) of the 1961 Act.

Practical action: Before approving a write-back, prepare a written tax note recording the original transaction, the nature of the liability, the earlier tax treatment, any deduction claimed, the legal basis for extinguishment and the provision applicable to the relevant tax year.

Do not use a journal entry as a substitute for establishing that the liability has legally ceased and determining the tax consequences.

Repayment, interest and withholding tax

A genuine repayment of principal does not become taxable company income merely because the recipient is an heir. The company must, however, establish that the payment discharges a real liability and is made to the person legally entitled to receive it.

Identify principal and interest separately. Review the applicable withholding-tax provisions and the timing of deduction under the law governing the transaction. Conversion, redemption, principal repayment, interest payment and write-back are distinct events and should be analysed and recorded separately.

4. The practical MCA–tax closure protocol

The Board should not approve closure until the following work is completed.

Step 1 — Reconstruct the transaction. Reconcile the bank receipt with the ledger, agreements, board minutes, financial statements and statutory filings. Document missing records and efforts to obtain corroboration.

Step 2 — Establish the legal obligation. Determine whether the balance represents unallotted application money, allotted securities, a loan, a convertible instrument or another liability. Identify whether allotment, refund, conversion, redemption or repayment is due.

Step 3 — Quantify the exposure. Calculate principal and applicable interest. Identify possible MCA defaults, unfiled forms, deposit-rule issues, IEPF obligations and other compliance gaps. Separate established liabilities from disputed amounts.

Step 4 — Verify the person entitled. Establish the succession chain and obtain appropriate evidence. Do not release money to an unverified claimant.

Step 5 — Complete the tax review. Examine the original credit, earlier tax treatment, any deduction claimed, the proposed settlement and any write-back. Identify the applicable Income-tax Act, tax year, reporting and withholding-tax consequences.

Step 6 — Obtain proper approval. Place the facts, legal analysis, quantified exposure and proposed course before the Board. Obtain any other approval required by law. The resolution should record the basis for the action, not merely authorise removal of the balance.

Step 7 — Execute and regularise. Refund money where required, transmit securities where appropriate, or complete repayment, redemption or conversion under the applicable terms. Make required filings and take the legally available steps to address defaults. Do not assume that a late filing automatically cures every contravention.

Step 8 — Preserve the closure file. Retain the supporting documents, succession evidence, Board approvals, tax analysis, payment proof, revised ledger and compliance filings in one indexed file. Reconcile the final accounting treatment with the legal outcome.

If entitlement remains disputed, retain the liability appropriately pending resolution. Do not write it off simply because no one has claimed it for years.

5. Board-level decision matrix

Finding	Appropriate course
Valid allotment completed and recorded	Reconcile records and address any outstanding filing or disclosure issue
Allotment not completed and refund is due	Determine principal and interest, verify the recipient and complete the refund and required compliance
Securities validly allotted to the deceased	Follow the applicable transmission procedure
Loan or convertible instrument remains outstanding	Apply the contractual terms and relevant company-law requirements
Original receipt cannot be adequately substantiated	Conduct a legal and tax risk review before deciding corrective action
Succession or entitlement is disputed	Retain the liability appropriately and resolve entitlement before payment
Write-back is proposed	Establish legal extinguishment and prior tax treatment before recording the entry

CA S.Ahuja Perspective

An old investor balance is not merely a bookkeeping problem. It may involve company law, succession, contract, taxation and insolvency law.

The Board must be able to answer four questions:

What does the company owe? Who is legally entitled to receive it? What MCA action is required? What is the correct income-tax treatment?

The defensible sequence is to reconstruct, classify, verify, quantify, approve, settle and document. That is how a company can close an inherited investor balance without replacing an old problem with a new one.

This article provides general guidance. The appropriate action depends on the original transaction, instrument, applicable statutory provisions, tax year, succession facts and nature of any default. Obtain transaction-specific legal and tax advice before settlement, transmission or write-back.

Your Business Is Profitable. So Why Is There No Cash in the Bank

 By CA Surekha S Ahuja

Seven warning signs that growth is consuming working capital—and what promoters should do before borrowing more

Sales are rising. Orders are pouring in. The profit and loss account shows a healthy profit.

Yet the promoter is struggling to pay suppliers, meet salaries and fund tax payments—without borrowing again.

If your business is profitable but has no cash, the problem may not be profitability. It may be the speed at which profit converts into cash.

Delayed customer payments, excess inventory and reduced supplier credit can consume cash faster than a growing business generates it. The result is a familiar paradox: higher turnover, reported profits and increasing dependence on bank finance.

Before asking the bank for a higher limit, a promoter must answer one question:

Is the business borrowing to finance productive growth—or to compensate for cash trapped in its existing operations?

The answer matters more than the next increase in turnover.

Why a profitable business can have no cash: a ₹98 lakh illustration

Consider a business with annual turnover of ₹24 crore and profit after tax of ₹1.20 crore.

Its customers are paying later, inventory is increasing and suppliers are allowing less credit.

Particulars	Amount
Annual turnover	₹24.00 crore
Profit after tax	₹1.20 crore
Additional cash locked in receivables	₹1.48 crore
Additional cash locked in inventory	₹0.40 crore
Additional cash required due to reduced supplier credit	₹0.30 crore
Illustrative working-capital absorption	₹2.18 crore
Profit less working-capital absorption	(₹0.98 crore)

The receivables calculation assumes ₹18 crore of annual credit sales and an increase in the average collection period from 45 to 75 days.

The additional 30 days tie up approximately ₹1.48 crore:

₹18 crore × 30 ÷ 365 = ₹1.48 crore.

Inventory absorbs another ₹40 lakh, while reduced supplier credit requires ₹30 lakh of additional cash.

The business is profitable, yet its working-capital requirement has increased substantially.

This is an illustration of liquidity pressure, not a complete reconciliation of profit to cash. Actual cash flow also depends on non-cash expenses, taxes, capital expenditure, financing and other cash movements.

The lesson is straightforward: profitability does not guarantee liquidity.

Seven warning signs of cash-flow problems

1. Sales are rising, but collections are slowing

More customers do not necessarily mean more cash. When credit periods stretch from 45 to 75 days, the business effectively finances its customers for an additional month.

What to check: Receivables ageing, overdue invoices, disputed bills, customer-wise credit limits and collection performance.

2. Inventory is growing faster than sales

Excess raw material, slow-moving finished goods and purchases made ahead of realistic demand lock up cash.

What to check: Stock ageing, movement, saleability and inventory levels against actual orders. Identify stock that can be liquidated without unnecessarily sacrificing margins.

3. Borrowings are rising despite reported profits

Borrowing for productive expansion may be justified. Repeated borrowing to finance overdue receivables, unsold inventory or recurring operating shortfalls requires closer scrutiny.

Ask: Is the additional finance funding growth that will generate cash, or covering a weakness management has not addressed?

4. Supplier payments are becoming difficult

Delayed payments can damage relationships, shorten future credit periods, disrupt supplies and increase operating costs.

Action: Prepare a realistic payment calendar and negotiate sustainable terms before arrears accumulate.

5. Turnover is growing while margins are shrinking

Discounts, freight, wastage, rework, input-price increases and customer-specific costs can make growth less profitable than it appears.

Action: Review contribution and profitability by product, customer and segment. Sales that generate inadequate contribution may worsen cash flow as volumes increase.

6. GST, TDS, payroll and EMIs are funded at the last minute

These obligations must be planned, not left to the cash balance available on the due date. Money earmarked for liabilities is not freely available surplus.

Action: Include statutory dues, salaries and debt instalments in the cash forecast, with a responsible person and a due date for each.

7. Management discovers a shortage only when a payment falls due

A monthly profit and loss account explains past performance. It does not establish whether cash will be available three weeks from now.

Action: Maintain a rolling 13-week cash-flow forecast and update it every week.

Measure the cash-conversion cycle

The cash-conversion cycle measures how long cash remains tied up in business operations.

• Receivable days: How long customers take to pay.

• Inventory days: How long stock remains tied up before sale.

• Payable days: How long the business takes to pay suppliers.

Cash-conversion cycle = Receivable days + Inventory days − Payable days

Consider this example:

Measure	Earlier period	Current period
Receivable days	45	75
Inventory days	50	60
Payable days	45	40
Cash-conversion cycle	50 days	95 days

The cycle has lengthened by 45 days. Customers are paying later, inventory is being held longer and suppliers are being paid sooner.

Together, these changes can substantially increase the working-capital requirement.

The exact cash impact must be calculated from actual receivable, inventory and payable balances using the appropriate sales or cost bases. A change in cycle days is a warning signal, not a substitute for a proper working-capital calculation.

What should a promoter do before borrowing more?

The first step is to identify where cash is trapped and how much can realistically be released.

Priority	Management action	Expected benefit
1	Assign responsibility for overdue accounts and resolve billing disputes	Faster collections
2	Identify excess, obsolete and slow-moving inventory	Cash release and lower carrying costs
3	Review customer-wise and product-wise profitability	Better pricing and sales decisions
4	Align purchasing and production with realistic demand	Less unnecessary stock
5	Prepare a payment calendar and negotiate sustainable supplier terms	Fewer payment surprises
6	Test the cash impact of new machinery, branches and projects	Better investment decisions
7	Define the purpose, amount, tenure and repayment source before borrowing	More disciplined financing

A higher bank limit may still be necessary. But it should be based on a realistic working-capital assessment, not simply on rising turnover or immediate payment pressure.

Borrowing should finance a defined business requirement—not conceal an unresolved operational weakness.

The 13-week cash-flow forecast every growing business needs

A rolling 13-week forecast provides visibility of expected receipts, payments and potential shortfalls over the next quarter.

Cash-flow item	What to include
Opening cash	Actual available bank balances and cash, excluding restricted funds
Customer receipts	Expected collections, with overdue amounts separately identified
Supplier payments	Purchase commitments and outstanding invoices
Operating expenses	Salaries, rent, freight and other regular payments
Statutory liabilities	GST, TDS and other applicable dues
Debt servicing	Interest and scheduled principal repayments
Capital expenditure	Committed and proposed investments
Projected closing cash	Expected surplus or shortfall, with corrective action

Update the forecast weekly. Separate confirmed receipts from optimistic assumptions and prepare an expected case alongside a downside case.

Test what happens if:

• A major customer pays 15 days late.

• Sales fall 10–15% below budget.

• An unexpected repair or other significant expense arises.

The objective is not to predict every event. It is to give management enough warning to accelerate collections, review discretionary spending, renegotiate commitments where appropriate or arrange suitable finance before a shortage becomes urgent.

Why the CA's role must go beyond annual accounts

Annual accounts explain a completed period. Timely management information helps the promoter decide what to do next.

A business health review should bring together the promoter, finance team and relevant department heads to examine:

• Profitability by customer, product and segment.

• Receivables ageing and collection performance.

• Inventory movement and working-capital requirements.

• Actual cash flow against budget.

• Borrowings, interest costs and repayment capacity.

• Upcoming statutory payments and major commitments.

• Corrective decisions, each with an owner and a deadline.

For example, a review may reveal that three customers account for most overdue receivables. Resolving those accounts could release more cash than a broad cost-cutting exercise.

The value is not another report. It is a timely management decision based on reliable financial information.

A CA in a management-advisory role can help identify pressure points, test assumptions and establish a regular review discipline. Commercial decisions remain with management, supported by appropriate professional advice.

A monthly or quarterly business health review may suit a growing business. Where liquidity is under pressure, reviews should be more frequent.

The two-minute cash health check

Answer these seven questions honestly:

• Do I know my receivable, inventory and payable days?

• Are overdue receivables improving?

• Is inventory growing in line with realistic demand?

• Are margins holding up as turnover grows?

• Are statutory dues and EMIs planned in advance?

• Is my 13-week cash forecast updated this week?

• Does every proposed borrowing have a defined purpose and repayment source?

Every unchecked item identifies an area requiring attention. Several unchecked items together warrant a structured review of liquidity and working capital.

CA S.Ahuja Perspective

The most dangerous cash-flow problem is not always the one a business cannot afford. It is the one the promoter discovers too late.

Before asking the bank for a higher limit, ask three questions:

1. Where exactly is our cash getting trapped?

2. How much can we release through better collections, inventory control and operating decisions?

3. Can we finance the next stage of growth without putting routine payments under pressure?

The real test of profitable growth is not how much profit a business reports. It is how reliably that profit becomes cash—and whether that cash can fund the next stage of growth.

For a growing business, cash-flow discipline is not merely an accounting exercise. It is a management priority.

Need a cash-flow and working-capital review for your business? Contact Casahuja to discuss a structured business health review.

Disclaimer: This article provides general business and financial-management guidance. Financing, credit, taxation and statutory-payment decisions should be based on the facts of the individual business and appropriate professional advice.

Frequently asked questions

Why is my business profitable but has no cash?

Profit may be recorded when a sale is made, but cash may arrive weeks or months later. If receivables and inventory increase while supplier credit reduces, cash can become trapped in operations. A profitable business may therefore need additional working capital even when its reported earnings are healthy.

What is the cash-conversion cycle formula?

Cash-conversion cycle = Receivable days + Inventory days − Payable days. It measures the time cash remains tied up in the operating cycle. A rising cycle generally increases working-capital pressure, although the actual cash impact depends on the business's sales, costs and operating balances.

What are the warning signs of cash-flow problems?

The main warning signs are slowing collections, inventory growing faster than sales, rising borrowings despite profits, difficulty paying suppliers, shrinking margins, last-minute funding of statutory dues and discovering shortages only when payments fall due.

What is a 13-week cash-flow forecast?

It is a rolling weekly projection of expected receipts and payments over the next 13 weeks. It covers opening cash, customer collections, supplier payments, operating expenses, statutory dues, debt servicing and capital expenditure. Weekly updates help management identify potential shortfalls early enough to take corrective action.

Should I take a bigger bank loan to fix a cash shortage?

Only after identifying the underlying cause. Borrowing to finance overdue receivables or excess stock may conceal an operational weakness. First review collections, inventory and margins. Then quantify the genuine funding requirement and establish a clear purpose, tenure and repayment source before seeking additional finance.

Received a Benami Notice? How to Protect Yourself and Reply Correctly

By CA Surekha S Ahuja

A notice from the Benami Prohibition Unit does not automatically mean that you are accused of holding benami property. You may simply be a lender, borrower, relative, business associate or person asked to provide information.

But your response matters. Ignoring a lawful notice can invite penalties; an inaccurate or unnecessarily broad reply can create problems where none existed.

The right approach is to identify the provision invoked, establish the facts, answer what is relevant and challenge what is legally unsustainable.

1. Is the transaction actually benami?

Section 2(9) of the Prohibition of Benami Property Transactions Act, 1988 (PBPT Act) defines benami transactions and specifies exceptions. Under section 2(9)(A), the relevant inquiry includes property held by one person, consideration provided by another, and whether the property is held for the benefit of the person providing the consideration, subject to the statutory conditions and exceptions.

Consider the distinction:

• Genuine loan: A brother-in-law advances ₹25 lakh through banking channels. The borrower records the loan and is liable to repay it. The lender's right is to receive money, not automatically to own the property purchased.

• Family assistance: A parent contributes towards a child's house. The contribution alone does not establish that the parent retains beneficial ownership.

• Potential benami arrangement: One person funds property in another's name but retains its real benefits or control. The facts may warrant investigation.

The source of funds matters, but it is not conclusive by itself.

In P. Leelavathi v. V. Shankarnarayana Rao, AIR 2019 SC 1938, the Supreme Court recognised that financial assistance alone does not establish a benami transaction. Intention and surrounding circumstances must be examined.

Other relevant authorities include Jaydayal Poddar v. Mst. Bibi Hazra, (1974) 1 SCC 3, and Valliammal v. Subramaniam, (2004) 7 SCC 233. The burden of establishing a benami claim rests on the person asserting it, in accordance with law.

Remember: A family relationship or bank transfer is not a complete defence. The real nature of the transaction must be established through evidence.

2. A genuine loan must also withstand tax scrutiny

A transaction may not be benami and may nevertheless raise questions under applicable tax provisions.

Issue	Evidence to maintain
Identity of lender	PAN, address and identification
Creditworthiness	Returns, accounts and source of funds
Genuineness	Bank statements, confirmation and ledger
Accounting treatment	Consistent disclosure in the parties' records
Repayment	Loan terms, repayment entries and outstanding balance
Cash compliance	Compliance with sections 269SS and 269T, where applicable

Sections 269SS and 269T generally restrict acceptance and repayment of specified loans and deposits of ₹20,000 or more otherwise than through permitted modes, subject to statutory exceptions. Section 68 may apply where a credit in the books is not satisfactorily explained under the applicable law.

An interest-free loan is not, by itself, evidence of a benami arrangement. Equally, describing a payment as a loan does not prove its genuineness.

If the funds came from a relative's business, establish who actually lent the money and support the explanation with that person's or entity's accounts, bank statements and tax records.

3. Identify the notice before deciding how to reply

Provision	What it generally indicates	Your response
Section 21	Information sought for purposes of the Act	Answer relevant questions and raise specific objections to excessive or unrelated demands
Section 19	Summons to attend, give evidence or produce documents	Comply or seek appropriate relief; prepare carefully before giving a statement
Section 23	Inquiry or investigation	Establish its scope and respond to lawful requirements
Section 24(1)	Show-cause notice concerning alleged benami property	Examine the property-specific allegation, material and statutory requirements urgently
Section 26	Adjudication concerning the property referred to the Adjudicating Authority	Prepare evidence and legal submissions and use applicable procedural rights

The legal effect depends on the exact notice and stage of proceedings. A section 21 information notice is not the same as a section 24(1) show-cause notice.

For a formal section 24 notice, the Finance (No. 2) Act, 2024 introduced a limit under section 24(2A) on the time allowed, including extensions: it cannot exceed three months from the end of the month in which the notice is issued. Changes also extended the relevant periods under sections 24(3) and 24(4) from 90 days to four months, subject to the statutory requirements.

Section 55A provides a conditional mechanism for immunity from prosecution for specified offences. It is not automatic and requires compliance with the statutory conditions.

Check the actual notice and applicable law before calculating deadlines. If more time is needed, apply in writing immediately; a pending request does not automatically extend the deadline.

4. How to prepare a defensible reply

Follow these steps:

1. Preserve the notice: Keep the complete notice, attachments, envelope or email and proof of service. Record the deadline.

2. Identify your capacity: Establish whether you are being treated as an alleged benamidar, beneficial owner, witness or information provider.

3. Prepare a transaction chronology: Record dates, amounts, parties, bank details, purpose, accounting treatment and repayments.

4. Collect supporting evidence: Obtain relevant bank statements, loan confirmations, ledgers, audited accounts, tax returns and property documents.

5. Raise specific objections: Where justified, seek clarification of the property or transaction concerned, your capacity, the legal basis of the demand and access to material that may lawfully be disclosed.

6. Answer within time: Provide accurate information relevant to the notice. Explain any inability to produce records and request a specific extension.

7. Reconcile everything: Ensure that the reply is consistent with tax returns, accounts, bank records and earlier statements.

8. Retain acknowledgement: File through the prescribed or permitted channel and preserve the complete submission.

The burden of proving a benami allegation does not mean that a recipient can ignore a lawful information request. Equally, the authority's power to seek information does not make every demand automatically valid.

5. Full reply or preliminary objection?

Situation	Recommended approach
Documented loan and specific questions	Give a factual reply supported by evidence, preserving valid objections
Vague or apparently excessive demand	Raise a reasoned objection and request clarification
Section 24(1) show-cause notice	Obtain professional assistance and prepare a substantive response
Summons for a statement	Prepare the records and seek advice on the scope of the summons
Proposed attachment or adjudication	Obtain urgent professional assistance

Where appropriate, factual information may be provided without prejudice to legal objections. This wording does not protect an inaccurate statement or excuse non-compliance.

Preliminary-objection template

To: The Initiating Officer, Benami Prohibition Unit, [City]

Subject: Reply to notice under section [applicable section] of the PBPT Act, 1988 — DIN [number] dated [date]

Sir/Madam,

1. The notice dated [date] was received on [date], requiring a response by [deadline].

2. I request clarification of the specific transaction or matter under inquiry, my capacity in the proceedings and access to relevant material that may lawfully be disclosed and is necessary for an effective response.

3. To the extent that the notice seeks records without an identifiable connection to the stated inquiry, I respectfully request clarification and appropriate restriction of its scope. The specific objections are set out in the accompanying note.

4. Without prejudice, the relevant facts within my knowledge and records are as follows: [state the relationship, transaction, amount, dates, banking trail, accounting treatment and repayment position, as applicable].

5. The supporting documents are enclosed as indexed. I request that they be considered before any adverse conclusion is drawn and that an opportunity of hearing be provided wherever required by law.

This reply does not admit any allegation not expressly accepted. I reserve the right to submit further material and arguments in accordance with law.

Yours faithfully,

[Name, address and date]

Important: Adapt the template to the notice. Do not demand recorded reasons or approvals as an automatic entitlement at every stage; the request must be appropriate to the provision and procedural stage.

6. Seven mistakes to avoid

• Ignoring the notice: Failure to comply with a lawful requirement can attract penalties.

• Denying a real transaction: Explain its true nature instead of denying facts that records establish.

• Treating a bank transfer as conclusive: It proves movement of funds, not necessarily the transaction's purpose or beneficial ownership.

• Assuming relatives are exempt: Section 2(9) contains specific, conditional exceptions; an in-law relationship is not a blanket exemption.

• Making inconsistent statements: Reconcile the reply with accounts, returns and property documents.

• Signing an unchecked statement: Read it carefully and seek correction of material errors through the proper process.

• Relying only on a preliminary objection: Preserve valid objections, but do not treat them as a substitute for compliance or a substantive defence.

7. Important developments and special situations

Ganpati Dealcom: The Supreme Court recalled its 2022 judgment on review in October 2024. Do not cite the recalled judgment as settled authority on the retrospective application of the 2016 amendments. Transactions predating the amendment require case-specific legal analysis.

Income-tax Act, 2025: It came into effect on 1 April 2026. For earlier tax periods, determine the applicable law and transitional provisions before citing section numbers.

Death of a party: Section 66 addresses proceedings in specified circumstances against legal representatives. The continuation of proceedings concerning property, a legal representative's liability and personal penal liability are distinct issues. Preserve contemporaneous evidence and obtain legal advice before relying on death as a defence.

8. When is professional assistance essential?

Consult a chartered accountant or advocate promptly if the notice alleges that you are a benamidar or beneficial owner, attachment is proposed, a statement is to be recorded, several entities or years are involved, the records contain inconsistencies, or adjudication has commenced.

The professional support required will depend on whether the main issues concern accounting evidence, tax compliance, statutory interpretation or litigation.

CA S.Ahuja Perspective

A benami notice is a reason to act carefully—not to panic, and certainly not to remain silent.

A genuine loan does not become benami merely because the money was used to purchase property. But a bank transfer, a family relationship or a ledger entry is not a complete defence by itself.

Identify the notice. Establish the facts. Support the transaction. Challenge what is legally unsustainable. Respond within time.

Disclaimer: This article provides general information and is not a substitute for advice on a specific notice or proceeding. Verify the applicable statutory provisions, amendments, judgments, deadlines and remedies before filing a reply.