Artwork donated by Pati Nagle.

The Freelancer’s Survival Guide:  Money, Part Three

Kristine Kathryn Rusch

The money topic.  As I mentioned two posts ago, it’s difficult for Americans to talk about money.  And these last few weeks have borne that out.

The moment I mentioned money, the comments slowed, the e-mail stopped, and so did the donations.  If it weren’t for the website statistics and Twitter, I would have thought that people had stopped coming to my website.

Instead, tweets pointing out the posts have abounded on Twitter (thanks y’all) and the number of unique visitors to my website has gone up dramatically since I started the posts about money.

But the silence has been deafening.  I’m not sure if that’s because y’all are waiting for me to get through the entire money section before commenting, or if you’re stunned at my candor, or terrified by the actual economics of freelancing.

I’m sure I’ll never know exactly.

So…in the face of this silence, I’ll soldier on, and continue my discussion of expenses.

If you haven’t read the two previous posts on money, go read them now. http://kriswrites.com/2009/06/11/freelancers-survival-guide-money-part-one/ and http://kriswrites.com/2009/06/18/freelancers-survival-guide-money-part-two/  I’m going to be building on them.

In last week’s post, I had three versions of an equation, the freelancer’s financial equation.  (The equation, really, that defines all businesses.)

Gross income – cost of doing business = net income

But, I pointed out, that for many freelancers, the actual equation goes more like this:

Gross income – cost of doing business = zero

Or, worse:

Gross income – cost of doing business = net loss

Let’s define terms. 

Gross income is all of the income that arrives at your business, from the smallest pennies to the largest checks.  All of the income without exception.  If you earned the money through your freelance labor, then it gets counted as part of the business’s gross income.

We are only discussing the income that comes into your business, not the income that comes into your household.  For many freelancers, that’s a tough distinction.  Early on in freelancing, the money you made at your part-time work was bonus money, used to splurge on dinner or perhaps buy a nice pair of diamond earrings for the wife.

I would hope that before you became a fulltime freelancer, you learned how to separate your freelance income from your belief that it’s all bonus money and yours for the taking.

If not, you’re already in a world of hurt, and probably don’t even realize it.

A lot of freelancers, however, only count their primary freelance income as gross income, and that too is a mistake.  For example, fiction writers make a lot of money from a variety of sources, from New York publishing houses to audio sales to foreign sales.  Some writers believe that checks under $100 are bonus money.  Others think that sales from other countries are bonus.  If you make money in a way that is somehow tied to your business (selling extra copies of your own books on eBay, for example), then that money is all part of your gross income.

I can hear some of you complain now.  You don’t want to keep track of the tiny checks, or the twenty bucks someone hands you for a hard-to-find copy of your novel.  Too bad.  Set up your accounting system so that you can keep track of every dime.  Even if it isn’t important now, it will become important later.

The cost of doing business is precisely that.  How much does it cost you to run your business?

Break this down into finite units, depending on your business.

If you have a retail store or an office outside the home, I would break this down into the smallest possible unit:  How much does it cost you to run your business every single day?

Some businesses can get by with knowing that figure for the entire week.

Most businesses keep track of costs by the month.

A few keep track by project.  (How much did it cost you to do that particular client’s job from start to finish, including overhead?)

For the sake of this piece, I’m going to go over general monthly costs.  I do realize that each freelance business is different.  I can’t write a piece that will include all the expenses plumbers incur and a piece that will include all the expenses criminal defense attorneys incur.

But I can speak about expenses in general.

Overhead:  overhead is the general recurring costs of running your business.  Remember last week that I mentioned I realized that even by breathing, we were all incurring expenses? To a business, that’s the overhead.

Overhead includes those expenses that happen even if you’re earning no money at all.  Those expenses include (but are not limited to):

1.  Rent

2. Utilities, including telephone and internet (and cable, for those of us who are freelance storytellers or freelance reporters).

3. Salaries (your salary as well as the salaries for any employees)

4. Vehicles/large equipment (trucks, tractors, large machinery, etc.) (I’m figuring that you’re amortizing the cost of these machines over the year, instead of writing off the cost of purchase in the month it occurs.)

5. Office equipment (computers, printers, photocopiers, etc.) (Again, see the note for #4)

6. Supplies (the monthly things you need to keep all of that running)

7. Maintenance (from equipment maintenance to janitorial services)

8. Business insurance(s)

9. Taxes.  All of them, from sales tax to property tax to social security tax. 

Costs per project: People who own storefronts usually don’t have this issue but the rest of us work on a piece-work basis.  We don’t get paid a salary (except through our own business).  We generate income by finishing projects.  Each project will have general, predictable costs, and several unpredictable costs.  All projects also have basic costs that most freelancers ignore.  These costs include (but, again, are not limited to):

1. Materials specific to the project.  For example, a friend of mine makes quilts.  She has fabric, thread, batting, and all the other things she needs for the average quilt, but if someone wants a quilt made from a specially imported silk, that silk would be specific to this project.

2. Gas/transportation/travel expenses/meals.  Any errands you do associated with this project and this project only, you should include a per diem expense for the vehicle used or the exact mileage and cost of gas.  (For example, most writers never count their mileage to and from the post office as part of the expense of a particular project.  But they should.) 

As for travel expenses and meals, the IRS has rules as to what can be deducted.  But we’re not discussing the IRS here.  We talking actual cost.  So include the full price of business travel per project, as well as the full cost of each meal.

3. Cost overruns:  You should know how much each project will cost to complete.  Projects sometimes cost more because the client demands something new or because the project is bigger than initially predicted.  Those overruns need to be included in cost per project.

Note:  I should include time as part of the cost per project.  I am not going to here, because we’re discussing actual cash outlay.  But time is an important part of project costs, and I will get to that in a later section.  Because time is, essentially, what we freelancers bill for.

But right now, we’re talking internal costs and I trust I’ve taken care of the cost of your time in overhead with the inclusion of your salary (hint, hint).

Other important business costs.  I almost called these hidden costs of doing business, but that’s a whole different section.  This category, important costs, often includes the expenses that make or break your business. 

1. Continuing education.  Many professions require a certain amount of continuing education from the practitioners so that they can keep their license.  Many state bars require continuing education from attorneys.  Most hospitals require continuing education from their doctors (and damn, I wish that was all hospitals). 

Freelancers should always continue educating themselves about their business.  Sometimes that means attending a class.  Often it just means keeping up with the current materials—books on the latest trends, subscribing to the trade magazines, etc.

2.  Advertising/The cost of finding new business.  Not every business has or needs an ad budget.  For example, freelance writers never advertise on the radio.  Plumbers sometimes do.  Lawyers  never used to, but they seem to own late-night television now.  (Do they think the sleepless are more inclined to sue?)

But we all have to generate new business, whether that’s through designing and maintaining a website or handing out business cards at the local Rotary luncheon.  This doesn’t go into overhead because, for most of us, it’s not a consistent expense, but it does have to go somewhere, which is why I put it here.

3. Advice.  Many freelancers engage the services of other professionals to help with particular business matters.  They hire freelance accountants to handle their year-end taxes.  They hire attorneys to handle a particularly annoying problem.  They hire real estate agents to help them buy a new office complex.  Freelancers can often go months without paying for advice, but they rarely go years without it.  Again, amortize the cost of the advice, and include it into your monthly expenses.

Of course, that’s not all of the costs of doing business, but that’s enough for a general start.  You know what your business entails.  Sit down and make a list of all the costs—again, from the smallest expense (the cost of the newspaper you buy for fifty cents every day at lunch) to your largest, and then break down those expenses by month.  That will give you the monthly cost of doing business.

Subtract that cost from your monthly gross income, and you’ll get (I hope) a net income.

If you don’t, look at last week’s essay.

Notice how many fixed costs there are to running a business?  More than most people expect, especially when they started making quilts for friends and then decided to go fulltime with an entire business. 

For first-time freelancers, the expenses are often a big shock.  As I mentioned in one of the early sections, when you work a day job, you never think of the overhead expenses.  The office exists.  The lights are on. The phones work.  Those things don’t really matter to you, the employee, so long as you get your paycheck on time.

As a fulltime freelancer, you’re now responsible for the phones, the lights, and the office, as well as everything (and everyone) in it. That’s quite a change, and it’s often a difficult one.

Now let’s note what I did not include in expenses.

I didn’t include your house payment or the payment for the car your spouse drives exclusively.  Nor did I include the cost of your kid’s ballet lessons.

Personal expenses come out of your salary.  Got that?  They don’t come out of the cost of doing business.  Here’s a pretty solid rule of thumb for you:  If you can’t legitimately deduct the expense from your business’s income tax, then you can’t pay for that expense with business funds.

Think of it this way.  If you still had a day job, would you ask your boss to buy your groceries?  Your boss would laugh at you and remind you that’s what you get a paycheck for.

I can’t be more specific than that.  If you’re a fashion designer, then clothing is a business expense, just like theater tickets are when you’re an actor.  Each business is different and has different needs.  For me, books are a legitimate business expense.  But all books wouldn’t be a legitimate business expense for a gardener.  Only books on gardening and related topics would be a business expense for him.

Why am I tell you this?  Because freelancers horribly intermingle their personal finances with their business finances.  You have to keep them separate.

I know most of you work at home.  That’s where the trouble starts.  You work at home, your family lives there, and you think nothing of intermingling your expenses with theirs.

You can’t intermingle.  It has to remain as separate as it was when you had a day job.

You’re going to have to start thinking in percentages.  Figure out what percentage your office is of your house’s square footage.  For easy math, let’s say that your office is 25% of your family’s house.  You only use that office for your business.  You don’t store exercise equipment there, or keep your son’s drum set in the back closet.  Just your business.

Then 25% of your house payment is your rent for your office.  Just like 25% of the electric bill and 25% of the water bill and 25% of the heating bill make up your utility costs for your office.  Got that?  Be scrupulous about this—and take pictures of your office, so that at tax time, you can prove that you use that office only for your business.

(Please remember here that I am not an accountant or a tax attorney.  I’m just a humble freelancer with too much life experience not to share some of it.)

 Try to have a car that you only use for your business.  Otherwise you’re going to have to figure out usage either by project or daily use.  You’ll need a contemporaneous log.  That goes for other items with shared uses.  Try to keep shared items to a minimum.  I know you can’t always do that, but do your best.  And when you must share, be very, very clear about how much you used that item.

The personal items problem is the very reason I’m telling you to take a salary from your business.  It makes things very simple.  The easiest way to do this is to keep a separate business bank account and never ever use it for personal items.  Write yourself a salary check every month, and put that money in your personal account.  Treat it the way you would treat your paycheck from your day job.  When that salary money is gone, it’s gone, even if there is extra money in the business account.

Believe me, that accountant you hire at tax time every year will be much happier with you if you do things this way.  So will the IRS auditor if you are ever have to face that music.  (And let me tell you, as a person who has had two full audits, it’s really not as bad as the press makes it out to be.  Yes, it takes time from your life, but if you’re organized and diligent in your record-keeping, you’ll survive just fine—and live to freelance another day.)

If you subtract those costs of doing business from your gross income, and come out with a net loss, then you need to make changes.  The change you cannot and should not make is to cut your own salary. 

I’m sure many of you wondered how month after month a fulltime freelancer subtracts the cost of doing business from his gross income and comes out with nothing.  The way most fulltime freelancers make that second equation work is by cutting out their salary and letting their spouse handle the personal expenses.  All of the personal expenses.

The freelancer’s business—without the cost of the salary—breaks even.  Which means, that if you add the salary back in, the business is operating at a net loss.

Which cannot and should not be sustained over time.

I’ve gone two weeks now and I have not discussed that lovely phrase net income.  So let me simply say here that most long-term full time freelancers have a rather large net income.  We wouldn’t stay in the business if we didn’t.

But a net income creates its own problems.

I’ll deal with those problems—and the positives of freelance income—next week.

Notice above I mentioned that a freelancer should consider the time spent on every project as part of the cost of the project?  I decided to do this project without any guarantee of income at all, which is ironic when you think about it, since I’m writing a guide that insists freelancers treat their business like a business.  The only way I can justify spending my time writing this guide is to add this little donation button at the end of each installment, hoping that some of you will spend a few dollars for this advice, just like you’d do if you bought the Freelancer’s Guide as a book in your local bookstore.  Thanks in advance—and thanks for visiting the site.

“Freelancer Writer’s Survival Guide: Money, Part Three” copyright 2009 by Kristine Kathryn Rusch.

The anthology Swordplay has just appeared with my story, “The Japanese Sword.”  I blame this one on Ray Vukcevich.  There are a lot of good writers in this anthology.  You can find it here.

Artwork donated by Pati Nagle.

The Freelancer’s Survival Guide:  Money, Part Two

Kristine Kathryn Rusch

I remember the exact moment when I learned how pernicious expenses were.  I was nineteen years old, six months married, and exceedingly naïve.  My parents, as I mentioned in Money, Part One, never discussed money.  Not ever.  I had no idea they made house payments.  I didn’t know that electricity cost money.  I had a vague idea that they paid for groceries because I watched my mom whip out the checkbook every week.  But the costs of daily living simply did not exist for me as I grew up.

I didn’t live away from home until I got married.  By then, I knew intellectually that people paid rent and utilities, but I didn’t understand the implications of that.  I remember being terrified to go to the phone company and sign up for service.  The questions these people asked—people who didn’t know me!  They wanted to know where I lived, how much I earned, what my social security number was.  I answered everything with trepidation and for successfully completing their little application, the phone company gave me a black rotary dial telephone that was so heavy I could have used it as a cudgel to beat someone to death.

The apartment we rented on the eighth floor of a high rise (very Mary Tyler Moore, I remember thinking) included all utilities, but all utilities didn’t mean telephone.  (Honestly, I’m still confused about that one.)  All utilities did include heat, electricity, and water.  The city paid for garbage collection (hear that, State of Oregon?  In civilized places, the city pays for garbage collection).

We had to pay rent, which was (as I recall) a whopping $180 per month.  We also paid for insurance, phone, and food.  We did not have a car.  I’m positive our monthly bills were less than $500.  We had $3000 in the bank when we got married.  $1000 of it went to first semester tuition, another $250 went to books.  My then-husband and I both got jobs which, as I look at it now, covered more than the monthly expenses.

But…

We depleted the last big part of our savings at the beginning of the second semester.  We had enough to pay for the third semester and the fourth was going to be interesting.

Without the savings in the bank, I panicked.  I had always had savings.  I didn’t have expenses, I rarely spent my allowance (yes, I was one of those kids), and I got a good job at sixteen. 

By late April, we had less than $1000 in the bank.  I sat on the outside terrace at the Union South cafeteria at the University of Wisconsin-Madison on the first warm day of the year, and fretted about money.

Because at that moment, that very moment, I realized that no matter what I did, the expenses would recur, month after month after month.  We had to have a roof over our heads.  We had to have food. We could live without a phone, I supposed (but I didn’t want to), but in no way was I going to go without insurance.  (We went without insurance for one week as we switched over from our parents’ plans to the university’s plans, and I was convinced that that would be the week we were going to get the Martian Death Flu or get hit by a bus.  Neither happened, of course, but I still vividly remember the fear I felt until the new insurance kicked in.)

Until I was nineteen years and ten months old, I had no idea that expenses happened even if you did nothing.  Especially if you did nothing.  As long as you ate and slept and had a place to do those two things, you were spending money.

That realization set me on a quest to earn more money and to reduce expenses.  By May, my husband and I had become resident managers of an apartment complex, trading work for rent.  I worked full-time that summer for the realty company that managed the apartment complex.  My husband became a full-time janitor at a building downtown.  We saved enough for the next year’s tuition.

We did fine, until we got the 1099 in January.  The 1099 in which the realty company (quite properly) declared our rent as income to us.  Income we had to pay taxes on.

I’m pretty sure that the guy who hired us explained all of this.  I also know that to me and my husband, the guy sounded like the adults in A Charlie Brown Christmas.  Everything the poor guy said went in as blah-blah-blah-blah-blah.

We survived.  We made money.  We started businesses and worked for a variety of people.  I freelanced.  We managed, just like most people do.

But we were frugal.  Not that we had a choice.  In the early 1980s, only the upper middle class and wealthiest Americans had credit cards.  People with low incomes couldn’t get any kind of credit, not for car loans and certainly not for home loans.  We bought our first two cars used.  A couple from our church co-signed our first new car loan, taking quite a gamble.  (Fortunately, the worst of our money troubles happened after we got their names off that loan.)

If we wanted something, we paid cash for it.  If we didn’t have cash, we didn’t buy.  Many Fridays, I scurried to the bank to cash one of our paychecks so that we would have enough money to buy groceries on Saturday (our grocery shopping day).  When we didn’t have enough money for gas, we took the bus. When we didn’t have enough money for the bus, we walked.

(Up hill, both directions, in the snow.)

I realize how all of this sounds now, but I’m not exaggerating.  The culture has changed a lot in thirty years.  Because of the recent economic meltdown, we’re returning to a cash-based society, especially for our moderate to lower income members.

And personally, I think that’s a good thing.

I write this on Wednesday.  On Tuesday night, one of the network newscasts had an in-depth piece about the changes people are making to cope with the new economy.  They talked with one young single mother (we must always have an example!) who had $5000 in credit card bills.  She was paying them down slowly, with the help of a credit counseling agency.

The piece ended with her saying sadly that she only spends cash these days and if she can’t afford something, she doesn’t buy it.  The implication was that we should feel sorry for her.

I turned to Dean and said, “So it’s news now that someone is living within her means?”

He replied, “I was just thinking the same thing.”

But it is news. 

From the late 1980s on, we lived in a society built on easy credit.  We moved from a cash-based economy to a credit-based economy.  A lot of old-timers either laughed or complained when George W. Bush exhorted Americans to go shopping after 9/11, but he was serious.  Because he knew, even then, that any decline in the spending habits of Americans would have a dire effect upon the economy.

We saw that dire effect from September of 2008 through February of 2009.  Spending more or less stopped. And the economy spiraled downward.  Spending has risen slowly since then, but I doubt it’ll return to its peak any time soon.

People who were used to augmenting their salaries with their credit cards suddenly had to learn how to make choices about where to spend their money.  Their 401Ks had already taken a large hit. Their home values declined.  The loss of wealth in this country (hell, the loss of wealth in the world) in the last nine months has been staggering.

All of it has consequences.  Everyone has to trim, from the major corporations down to the smallest households.  Unfortunately, some of those cuts came in employment, which is why the unemployment numbers shot up so drastically.  Many people who lost their jobs had no savings at all.  Those who did have savings watched the money evaporate as it went to large credit card bills, adjustable-rate mortgages, and unbreakable leases on oversized cars.

The jobs ended, the savings vanished, but the expenses kept building up, month after month after month.

Sometime in December, Dean said to me, “You know, most of America is living the freelance lifestyle now.”

And damn if he wasn’t right.

It’s the rare freelancer who has a reliable monthly salary.  Most people who work for themselves have an irregular income.  The income generally works like this:

Gross income – cost of doing business = net income

Some freelancers are lucky enough to count their own salary in the cost of doing business.  All freelancers should count their own salary in that cost.  But most do not.

Those who do not usually wait for the net income to pay themselves. That’s how most freelancers live. 

But in a business’s early  years, income generally works like this:

Gross income – the cost of doing business = zero

Or, worse:

Gross income – the cost of doing business = net loss

If you started your business with the three years of expenses mentioned in the segment titled “Things You Need Before You Quit Your Day Job,”  then you probably have enough cushion to handle the second and third scenarios.

If that’s the case, and you are lucky enough to have the first scenario, a net income, then you’re supposed to take a (small) salary and thread the rest of the money back into the business itself or to continue to increase your rainy day fund.  Eventually, you’ll end up with too much capital, and you’ll need to invest in something other than the business itself.

That’s a problem you want to trade up for, and we’ll deal with it in a later segment.  But for now, let’s deal with scenarios two and three.

If you started your business haphazardly, the way most freelancers do, you don’t have a cushion at all.

How do you survive?

Good question.  The correct answer is that often your business doesn’t survive.

There are many reasons why, but let’s do this in general, starting with the third scenario.

If your business operates at a net loss month after month after month, then you have to make drastic changes.  You must decrease expenses without harming the business itself (and that’s a real trick) and at the same time, you must increase income.

If you can’t do both, then your business is doomed.

Remember, how I mentioned in the early segments of this Guide, that most freelancers fail the first few times they go freelance?  This is why.  The freelancer underestimates the cost of doing business and overestimates the income he’ll receive from his work.

That scenario leads to an inevitable monthly net loss.

And here’s where the perniciousness of expenses comes in.  If you can’t pay June’s expenses, then you won’t be able to pay July’s expenses.  If your expenses are, say, $2000 per month for your business (irregardless of personal expenses, which we haven’t even discussed yet), then by the end of July, you’re $4000 in the hole.  On the first of August, you’ll be $6000 in the hole.

It’s easier to come up with $2000 than it is to come up with $6000.  And if you couldn’t come up with the original $2000, then it’s unlikely you’ll ever find the $6000.

And none of that counts the cost of deferring expenses.  Every business adds a late charge onto the bill.  Usually those are ten percent of the bill.  So by August first, you’ll owe $6400 (you’re not yet late for August, so that $200 hasn’t tacked on). 

A lot of small business owners deal with June’s (drastic) shortfall by charging it on their credit cards.  Then they  have a similar shortfall in July and face another in August.

Charging expenses compounds the problem, quite literally.  Instead of the 10% late fees charged by the service providers, the freelancer who can’t pay gets charged anywhere from 15 to 20% on the money.  So they’ll owe either $6600 or $6800 on the first of August.  Not counting the monthly payments, which you can’t charge, but which either come off another credit card or from some other loan source.

Eventually credit dries up.  It’s not as easily available now as it was a year ago, and I suspect it’ll be even harder to get a year from now.  As a culture, we’re returning to the tight credit markets of the late 1970s.

If you borrow without making changes to your business, always hoping that things will improve, you’re dooming your business.  Things will not improve, and you’ll have to close the business (or drastically reduce it) and return to a day job.

If you return to a day job with all of those business expenses filling your credit card, you’ll need a rather large salary to pay off the debt and pay your living expenses.

This is not a gamble that anyone should take, yet so many do.  When I was a young writer, I was in a business information sharing group with other young writers.  One writer had the promise of a Hollywood deal.  He charged his living and business expenses on his credit cards, expecting a big payoff in the near future.

Unfortunately, he did not understand the nature of the writing business or the unreliability of Hollywood promises.  Before he had to return to a day job, he had racked up $50,000 in credit card bills.  I can’t even imagine what his monthly payments were, and how many years it took him to pay off that one mistake in judgment.

So how do you deal with scenario 3?  Let’s look at it again.

Gross income – the cost of doing business = net loss

First, you have to catch this problem in the very first month that it occurs.  You can’t let it compound for even one more month, as I mentioned above.  Because expenses continue, month after month after month.  They grow like snow drifts in a blizzard, and it seems like nothing you can do will stop them.

That’s not true, of course. You can stop them.

Your first step to solving this dilemma is to take clear-eyed view at your entire business, and ask yourself some questions.

1) Was the business undercapitalized in the first place? 

In other words, did you start with less money than you needed to run the business?  If the answer is yes, then that’s where the problem began.  Most businesses fail due to undercapitalization.  You start behind, and you never really catch up.

But if you weren’t undercapitalized, then you need to figure out what happened to the money you had when you started.  So you ask the next question:

2) Are your business expenses too high?

Did you rent an office when you could make do with an office in the home?  Do you have employees who are doing work that you could do but prefer not to do?  Are you paying those employees too much?  Are you paying them benefits?  Are you paying too much for materials? 

You need to evaluate each expense with an eye to getting rid of it altogether.  The only standard you have now is this one:  Can you run your business without spending that money?

If the answer is yes, then the expense is unnecessary. 

Watch out for the “yes, but” answers.  Those are the most pernicious.  “Yes, but my business won’t be as efficient.”  “Yes, but my products won’t be of the same quality.”  “Yes, but Suzy has worked for us for ten years.”

Believe me, I’ve lost entire businesses because I didn’t realize that “yes, but” is the worst possible answer.  It makes you keep the expense even though you know you shouldn’t.

If any part of the answer is yes, then you must cut that expense immediately.

I do realize that cutting expenses immediately is often difficult for many companies.  The company signed a lease, for example, or made a contract with a supplier.  Each lease and contract should have an early termination clause.  Those clauses often contain penalties.  Examine if that penalty will cost you less than maintaining the expense for another year.

Or negotiate with the company holding the lease or contract.  Often the penalties can be waved or paid over time, mitigating the worst of them.

Put yourself in survival mode here, and cut, cut, cut.  As many leaseholders are learning in this recession, it’s better to get some money on a broken lease than no money on a delinquent one.

Cut your expenses to the absolute bone.

If that doesn’t mitigate your net loss, then you have to ask the next question:

3.  How can I boost the business’s income?

Often you can do that by becoming more efficient.  As a business grows, it occasionally creates a lot of make work.  Make work seems like real work, but actually has nothing to do with income generation.  By trimming make work and concentrating on real work, you can usually boost your business’s income.

Another way to boost income is to examine all of your income sources.  Examine them this way:  time spent versus income generated.  Often one income source takes less time and generates more income than other income sources.  Trim the income sources that take a lot of time and bring in very little money in favor of income sources that take less time and bring in more money.

A third way to boost income is to try something new—generate a new income source.  If this takes capital (money), now is not the time to do it.  But if the change takes no capital and very little time, then it’s worth the try.

However, if you can’t decrease your expenses and you can’t increase your income, ask this question:

4.  Is the problem cash flow?

Cash flow is exactly what it sounds like:  how quickly money arrives at your business.  For example, if Client A owes you $2000 and pays within thirty days, then Client A meets  your monthly expenses.  But if Client A is suddenly paying on sixty days instead of thirty, you can’t pay your monthly expenses either.  You’ll, of course, charge Client A for his late payment, but as you’ve learned with your own paying of expenses, the late fee doesn’t matter until you’ve actually written (and received) the check.

I would hope that Client A isn’t your only client.  If he is, then you need other clients to cover the shortfall.  If he is one of many clients, then maybe you might be able to cover the shortfall using money from other clients.

A cash flow problem can be as serious as no income at all. Because it snowballs in just the same way that a net loss snowballs.  If you’re not charging Client A enough in late fees to cover your own late fees, then you’ll be losing money on Client A’s business. 

So many freelancers just hope that Client A will go back to paying on 30 days.  But Client A might be in financial trouble.  Client A might be going out of business.

And unfortunately, the freelance or small business often gets paid last in those situations.  As I said earlier in the Guide, you’re not the person who is getting Client A’s rent so that he can keep his storefront open nor are you the person getting Client A’s utility payments to keep his lights on.  You’re down the food chain, and you might never see a dime.

When a client starts paying late, you have to worry immediately, and start planning for the loss of that income immediately or the loss of Client A’s business might mean the failure of your business.

Finally, if the problem isn’t cash flow, and you can’t decrease expenses or increase income, then you have to ask this question:

5.  Is my business going to fail?

Be realistic. The answer is probably yes.  If it is, cut your losses immediately.  The last thing you want is all the debt incurred by the continued monthly expenses.  Shut the doors, turn off the lights, and search for a day job.

Freelancers who don’t have a storefront often have the most trouble with this because their expenses seem low.  They’ll hang onto the freelance gig too long, hoping for improvement.

You have to be an optimist to be a freelancer, but in this situation, your optimism will hurt you instead of help you.  You need to be a clear-eyed realist here, or maybe even a pessimist.

Chalk this attempt up as a learning experience, cut your losses, and go back to your day job.  Continue freelancing on the side.  Then figure out what lessons you’ve learned, fix the mistakes you’ve made, and when you’re ready, try again.

Those of you in scenario 2 need to do same self-examination that the people in scenario 3 have done.  But first, let me remind you what scenario 2 is:

Gross income – the cost of doing business = zero

scenario 2 is nasty.  Because nowhere in that cost of doing business do most freelancers include a salary.  The cost of doing business equals the gross income of the business, with nothing left over.

So how does the freelancer live?  By finding a supportive parent, spouse or friend.  Someone who’ll pay the living expenses while the freelancer conducts her business.

This scenario takes horrible advantage of the parent, spouse or friend.  In reality, all the freelancer has in that instance is a spouse who indulges them.  If the freelancer gets a divorce or if (God forbid) the spouse dies, then the freelancer is immediately thrust in scenario 3.

If you’ve lived the scenario 2 lifestyle for years now, it’s time to reassess.  You need to do the same analysis outlined for people in scenario 3.  You have to change that zero at the end of the equation to a net income, and you have to do it before life circumstances force you to make the changes or to shut down the business.

In the next post, I’ll talk in detail about good expenses versus bad expenses.  In the next few money posts, I’ll also examine the choices that a net income forces upon a business, and how sometimes success is the worst thing that can happen to a freelancer.  I’ll also explore the importance of the financial end game, which I mentioned in the last post.

As I mentioned last week, money is a vast topic.  If there are things that fall under the heading of money that you want me to address, please e-mail me or put your question in the comments section.  I’ll do my best to get to those queries at the appropriate place in the Guide.

Most information comes with a price tag. Business books have a price listed on the back cover.  Seminars have a set fee.  Business websites often ask you to subscribe before you can see the really important stuff.  I decided in April to put the Guide up and to ask my readers to respond on the honor system—a few dollars in exchange for some information.  That’s what the donation button is for.  If you can’t donate money, please donate time by forwarding these posts to people who are trying to freelance or by promoting the Guide on your own website.  Thanks!

The subscription copies of the August Asimov’s have just hit mailboxes, with my story, “Turbulence.” The newsstand copies should be out soon. If you can’t get the issue on your newsstand, you can order it here. Or you can find it on Fictionwise.com, or Amazon’s Kindle.

Enjoy!

Great post by NYT bestselling thriller writer Joseph Finder on his blog about what he learned about thriller writing from the movies.  Check it out at http://joefinder.blogspot.com/.