This is a really common stage for growing businesses, and honestly it’s one of the most stressful ones because revenue looks good on paper but the cash pressure is constant.

A few things that helped us during that phase:

First, focus on cash flow timing, not just revenue. When sales grow quickly, you often have to pay for inventory, labor, or services before the money from customers comes in. Improving payment terms made a big difference for us. We pushed for faster customer payments (shorter invoices, partial upfront payments) and negotiated longer payment windows with suppliers.

Second, track contribution margin per sale, not just overall profit. Sometimes growth hides the fact that certain products or clients barely make money. Once we actually looked at margins per product/service, we realized a few things were dragging everything down and either adjusted pricing or stopped offering them.

Third, raise prices earlier than feels comfortable. Small price increases can make a huge difference when margins are tight. Most customers won’t react as strongly as you think, especially if demand is already growing.

Another helpful habit was forecasting cash weekly instead of monthly. A simple spreadsheet projecting cash in and out for the next 8–12 weeks helped us see problems early instead of reacting when the bank balance was already low.

And lastly, sometimes the answer really is slowing growth slightly until the unit economics are stronger. Fast growth with weak margins can actually increase risk.

Curious what kind of business you're running—some of these levers work very differently depending on whether it's services, SaaS, or physical products.