We have a problem in this company.
The company needs more and more credit.
And we didn't know what that was, right?
That was why we did the diagnostics, right?
Now, we understood that the diagnosis of the problem is basically that
the company needs more financing, that what the company is able to generate.
So the growth of NFO is actually bigger than the growth of working capital,
which are two concepts that we just saw literally two clips ago.
Now, let's move now onto the action plan.
Now that we know the diagnosis, let's see what we can do.
So an action plan, we need an action plan here, what do we do in action plan?
There are many things that we can do, as you can see this module,
this whole operation of finance course.
is not just about understanding would the numbers mean,
like being able to read a balance sheet and read a P&L.
That's what you did in a way with the accounting course.
Now we are, in a way, using those foundations to build on that and say,
how can you make a robust business,
using the basic financial tools that we have in the company.
Every company has a P&L, a balance sheet, cash flow statement.
Every company has financial statements.
And with the financial statement, you are able to make better decisions and
to build robust businesses.
Many businesses die out of cash.
Many businesses die out of lack of financing.
So if you are able to read and interpret a P&L and a balance sheet, and
make decisions based on that, then you have made a lot of progress, right?
Now in terms of action plan, what kind of we need to change or we could change?