The business is viable. The debt structure is not. These are different problems with different solutions.
A business that generates revenue, serves customers, and employs people is not failing. It is carrying an obligation that exceeds its capacity. The obligation was priced for a moment that has passed. The business continues to exist in the present. The gap between the two is the space that must be managed, and managing it is not a financial exercise. It is a legal one.
Separate Operating Funds from MCA Accounts
The parallel bank account is the first and most urgent structural change. New receivables flow to the new account. Payroll, rent, insurance, and vendor payments process from the new account. The original account, linked to the ACH authorizations, is not closed. It is quarantined.
Invoke Reconciliation on Every Agreement
Formal written requests, supported by documentation, sent to every funder simultaneously. The requests reduce the daily payment if honored. They create legal leverage if denied.
Prioritize Statutory Obligations Over Contractual Ones
Payroll, taxes, insurance, and rent before MCA payments. This priority preserves the business's ability to operate, which preserves the revenue that any resolution depends on.
Stop Accepting New Advances
Every offer from a broker, every "reverse consolidation," every suggestion that a new advance will solve the problem, is a proposal to increase the total obligation while extinguishing existing legal defenses. The answer is no.