2le/content/419821 /34801822/View YOU BE THE CONSULTANT. .. On the Fast Track can force a company out of business, no matter how fast on Wroten, founder of JWA Security sales are climbing. In fact, rapid growth usually compounds cash flow problems as a company spends increasing guard company, was thrilled when his company landed a two-year contract expenses and waits 30 to 45 days or longer t collect its receivables. The result: a serious cash crisis that could with the stato of California. The 94 i destroy a company million contract accelerated JWA's growth into hyperdrive, and Wroten believed his company was finally on its way to tecoming a uajor player in the industry. Within two years, the JWA had 14 offices, more than 1,000 employees, and $50 million in sales- a far cry from the one-man operation Wroten had launched with $225 in 1981. Wroten began implementing a fast-growth plan that would donble JWA's to the $100 million within just four years. Just as Wroten got his plans underway, however, every- thing began to unravel. JWA lost its lucrative contract with the state of California, severely affecting its sales and its cash flow. Slow-paying customers further aggravated the company's cash flow woes; some castomers took as long as nine mouths to pay JWA for its secmity services. The com- pany slipped into a downwardly spiraling cash aisis. sales and managing cash flow. Failing to project realisti growth and how long it takes to collect accounts The unfortunate sequence of events proved to be a sober- ing lesson for Wrotea on the dilference between generating cally the amount of cash required to fuel a company's receivable Given the above situation, what advice could you offer John Wroten to save his security company