Why the best business outcomes still depend on people talking to people.

By Philip King FCICM

I was privileged to represent Top Service at the 2025 CICM CreditFest events held in Birmingham, Manchester, London, and Leeds in recent months. They were great events and it was suggested I might share some of my thoughts with a wider audience through this magazine.

Let me start with the warning I gave the attendees at each event. There’s nothing here that you don’t already know. Rather, my intention is to make us think about how we communicate and consider if an alternative medium might make us more effective.

Chambers Dictionary defines communication as “to succeed in conveying one’s meaning to others”. That’s surely what we all set out to do when we start interacting with anybody so why does it sometimes go so spectacularly wrong?

The pitfalls of modern communication

I’m sure we’ve all misunderstood the intention of an email and reacted more stridently than we should, or we’ve sent something quite innocuous but the tone or wording we’ve used has resulted in it being misinterpreted and led to some backtracking and explanation. Might a conversation have worked better?

I recently shared a disastrous chatbot exchange which resulted in me being asked about facial or fingerprint recognition, and avoiding fees and charges, presumably because the bank hadn’t yet taught the bot about CIFAS markers being raised on an account! Eventually, a real conversation produced a satisfactory outcome.

Has the phone fallen silent?

Let’s talk about the phone. I wonder how Alexandra Graham Bell would have felt in 1876 if he’d known how little the device he invented would be used for its intended purpose 150 years on. A Uswitch survey in 2024 found that 25% of 18-34 year-olds never answer their phone. They want a text first or respond by text before having a conversation.

And whatever happened to simple telephone conversations. These days, I suggest a follow-up conversation to someone and they tell me they’ll send me a meeting invitation. I then sit in front of my computer, while they sit in front of their computer, as we look at each other for ten minutes and have the conversation. It can be useful but is it really always necessary?

Communication is a people thing

People buy from people, people pay people, people talk to people.

That’s why I have a bad taste in my mouth, before I’ve even started eating, when I’ve stood at the podium at a restaurant entrance being ignored by several staff members waltzing backwards and forwards until the appointed person comes across and greets me with a big smile. If only staff were trained to acknowledge customers when they see them waiting.

That’s why Mrs King didn’t buy a car from a particular dealership earlier this year. The salesman didn’t smile, didn’t make eye contact, didn’t seem interested, and just went through the motions without showing any real interest. The car was probably ideal but the interaction failed. People buy from people.

That’s why in 1978, at the start of my career in credit, I used to telephone a customer every Monday morning; we’d chat about the weather, football, weekend activities and all manner of things, but rarely mentioned money. If I called him on Monday, his weekly cheque would arrive on Wednesday. If I didn’t call him, it wouldn’t. People pay people.

Some conversations, and especially difficult ones, need more than just words. When we sit with someone, we pick up the unsaid. Body language, eye movement, gestures all help us to learn what’s going on beneath the surface and gain a better understanding. These are real people conversations: telephone, Zoom, email won’t cut the mustard.

When talking pays off

In my presentation I shared some examples of Top Service members who had benefitted from the organisation’s passion for conversations and sharing. Two were from member support activity and two from the debt collection team.

A member was concerned about an application for a £75,000 credit line from a potential customer. Her call into the team generated some further calls and the team identified that the application was fraudulent. As a result, the member – and several others – avoided being duped into supplying significant sums. Another member was nervous about an application for substantial credit. Her call into the team led to the unearthing of a number of other similar applications, alongside negative information. They, and other Top Service members, declined the facilities requested and were saved from substantial losses.

The close monitoring of a winding-up petition allowed the debt collection team to act when the petitioner was paid and the petition withdrawn. Quick action allowed the full six-figure sum to be collected in full within 11 days of instruction, with an additional £10,000 recovered for late payment interest and compensation charges.

The final example related to a member of the debt collection team noting a complete change in the tone of voice from a member of the debtor’s accounts team who moved from “the payment will be on the next run” to “I need to get authorisation to add to the next payment run” when it had failed to arrive. The collector spotted nuances in the voice of the other party. As a consequence, further digging revealed an as yet unadvertised winding-up petition. The Top Service member supported it and got paid.

All four examples pay tribute to the monitoring activity and speed of contact but, more importantly, they demonstrate the value of real and timely conversations that allowed quick decisions to be made. People working with people get positive results.

Try it and see the difference

My challenge to CreditFest attendees was to go away and think before one interaction each day. Will a text elicit a simple piece of information without adding to the recipient’s inbox? Is it quicker to wander to someone’s desk and ask them for an update and avoid the writing, responding to, and reading of emails? Could popping your head round the boss’s door and asking for a chat, or picking up the phone, work better than creating a long email chain providing the background and story, then answering questions that arise, before getting into the process of agreeing next steps?

Do that enough, it will become a habit, and we’ll be more effective. Why not give it a try.

Philip King FCICM is a non-executive director at Top Service Ltd

After a brief period of stability, corporate insolvencies have begun to climb once more.

In October 2025, England and Wales recorded 2,029 company insolvencies —
🔺 2% higher than September 2025 (1,995)
🔺 17% higher than October 2024 (1,739)

While 2025 remains slightly above 2024 levels, activity is still below the 30-year high seen in 2023.

Breakdown of Insolvencies

• Compulsory liquidations: 301
  Up 8% from September and above 2024 averages — showing creditors (including HMRC) are taking a firmer stance.
  
• Creditors’ voluntary liquidations (CVLs): 1,592
  Stable and still the dominant insolvency route, accounting for almost 80% of all cases.
  
• Administrations: 119
  Down from September.
  
• Company voluntary arrangements (CVAs): 17
  Flat month-on-month.
  

Construction Sector Breakdown

Total construction insolvencies: 436

(Up slightly from 421 in September, and broadly aligned with the 3-month range of 420–450)

Insolvency types within construction

• Creditors’ Voluntary Liquidations (CVLs): 333 cases (76%)
  Smaller contractors and specialist trades continue to dominate failures, driven by cashflow compression and late payment culture.
  
• Compulsory Liquidations: 71 cases (16%)
  A steady rise through 2025, signalling tougher action from creditors — especially HMRC.
  
• Administrations: 28 cases (6%)
  Larger firms attempting rescue, restructuring, or pre-pack sales.
  
• Company Voluntary Arrangements (CVAs): 4 cases (1%)
  Still rare but used occasionally to secure breathing space.

Construction-Specific Trends You Need to Know

• Finishing trades, M&E, joinery, and fit-out contractors remain the most vulnerable — together accounting for almost half of October’s construction failures.
  
• Delayed payments continue to be one of the primary triggers of insolvency, particularly for subcontractors with projects that involve a high volume of materials.
  
• Inflation easing hasn’t translated to relief, as financing costs and retentions continue to pressure margins.
  
• Tender prices remain competitive, putting further strain on firms unable to absorb fluctuations.
  
• Civil engineering stays comparatively stable — fewer failures, larger firms, and more predictable pipelines.

Our Take — What Should You Do?

October’s figures confirm that construction remains one of the most distressed industries in the UK. Insolvencies have risen again, and pressures on subcontractors and specialist contractors are intensifying.

While national insolvency rates have softened slightly over the past year, the construction sector has not benefited from the same easing. Cashflow volatility and late payments continue to put contractors at risk.

The message remains clear: Stronger credit management, early risk detection, and tighter cashflow control are essential to protect your business.

Being proactive begins with understanding the risks specific to your customers, projects, and supply chain.

👉 If you’d like tailored strategies to safeguard your position and build resilience, our team is here to help.

Credit management isn’t just about collecting money — it’s about building great business relationships that support long-term growth and stability.

For businesses in today’s fast-paced environment, especially across the construction and trade sectors, effective credit control is key to maintaining healthy cash flow. The best businesses understand it’s not simply about chasing payments; it’s about trust, communication, and professionalism.

You Shouldn’t Ever Have to Chase a Client for Payment

In an ideal world, every client would pay on time.

Sadly, we don’t live in that world.

There are countless reasons and excuses for late payment, but only some are genuinely out of your control. The good news? Many can be avoided with a proactive approach.

• Payment disputes should be ironed out before you deliver goods or services.
  
• “Invoice not received” excuses disappear when you confirm who invoices should go to and follow up to ensure they’ve been received.
  
• “Already paid” responses can be prevented by keeping your bank reconciliations up to date.
  
• “Invoice under query” situations reduce when you respond quickly and learn from previous issues.
  
• Clients unable to pay can often be identified early through regular credit monitoring and risk checks.
  

Of course, things don’t always go to plan — but the more you can do before invoicing or delivery, the fewer headaches you’ll have after.

A little time and effort spent on how you grant, monitor, and control credit will help keep your cash where it should be — in your bank account, more quickly.

1. Set Clear Credit Terms from the Start

Transparency builds trust. Always confirm your payment terms upfront — including due dates, late payment fees, and any early settlement incentives. Clarity prevents confusion and sets professional expectations.

2. Know Your Customers

Take time to understand who you’re doing business with. Run credit checks, monitor payment behaviour, and watch for early signs of financial strain. Good credit information helps you minimise risk and maximise cash.

3. Communicate Early and Often

Don’t wait for problems to arise. Send reminders before invoices are due and follow up promptly when payments are late. Staying polite, consistent, and professional protects relationships while ensuring accountability.

4. Build Relationships, Not Barriers

Good credit control is as much about people as it is about process. Strong, respectful relationships encourage honesty and loyalty — and loyal customers pay faster. Work collaboratively to solve issues rather than letting them escalate.

5. Review and Refine Regularly

Credit control isn’t a one-off task — it’s an ongoing process. Regularly review your systems, credit policies, and communication methods to make sure they’re still effective and aligned with your business goals.

The Bottom Line

Good credit control isn’t about chasing — it’s about consistency, clarity, and communication. By building trust and managing risk effectively, you’ll strengthen your customer relationships, protect your cash flow, and help your business — and your customers — thrive.

Because when you minimise debt, you maximise cash.

Construction insolvencies remain high as overall UK insolvency levels stabilise in September 2025.

Overview

The latest figures from the Insolvency Service show that business failures across England and Wales remain stubbornly high, and construction continues to feel the brunt.

With 2,000 registered company insolvencies in September 2025, levels are holding steady compared to both August (2,046) and the same month last year (1,967).

While this stability might seem encouraging, insolvency volumes across the first nine months of 2025 remain slightly higher than in 2024 and broadly in line with 2023, a year that marked the highest insolvency total in over 30 years.

Headline figures at a glance

• 2,000 company insolvencies were registered in September 2025
  
• Comprising 281 compulsory liquidations, 1,578 creditors’ voluntary liquidations (CVLs), 124 administrations, and 17 company voluntary arrangements (CVAs)
  
• One in 189 companies on the Companies House register entered insolvency in the year to September 2025, a rate of 52.9 per 10,000 companies
  
• This is slightly down from 55.0 per 10,000 in the 12 months to September 2024
  
• The construction sector continues to experience the highest insolvency levels, accounting for 17% of all cases over the past year
  

Construction: still under pressure

Construction remains the hardest-hit sector, with 3,934 insolvencies recorded in the 12 months to August 2025, 17% of all UK business failures.

The sector continues to struggle under the weight of rising costs, tight margins, and persistent payment delays. Many firms are still feeling the knock-on effects of fixed-price contracts signed during the volatile 2022–23 period, where material and labour costs rose sharply.

While overall insolvency numbers have steadied, there’s little doubt that cashflow challenges continue to test even long-established businesses. Late or failed payments up the supply chain remain a major contributing factor.

A longer-term view

It’s worth remembering that while insolvency numbers remain elevated, they’re still far below the 2008–09 recession peak, when 113.1 companies per 10,000 failed.

The number of active companies has more than doubled over that period, which means that while the rate of insolvency is lower, the real-world impact, particularly for those in construction, remains significant.

The positive takeaway is that the rate of increase appears to be slowing, hinting that the sector may be moving into a more stable phase, even if pressures persist.

Practical steps for construction firms

Periods like this underline the importance of strong credit management and early debt control. Proactive firms can significantly reduce their risk of loss through the following actions:

1. Keep credit data up to date: Regular checks on clients and suppliers can flag early signs of distress.
   
2. Monitor payment behaviour closely: Sudden changes in payment patterns can signal emerging problems.
   
3. Act early on overdue debts: Prompt, professional recovery action can protect cash flow and relationships.
   
4. Review exposure to high-risk accounts: Adjust credit terms where necessary to limit potential losses.
   
5. Encourage open communication: Understanding your customers’ cashflow pressures can help you plan and negotiate effectively.
   

Our view

Our team continues to see the knock-on effects of high insolvency levels across the construction sector. Even well-managed firms are feeling the strain from late payments, extended credit terms, and reduced margins.

The message is clear: early visibility and action make the difference. Businesses that monitor customer credit, manage debt exposure, and take early steps to recover overdue payments are far more likely to stay resilient — even when trading conditions remain challenging.

At times like these, credit control and debt recovery aren’t just about chasing payments; they’re about protecting relationships and cash flow. Knowing who you’re trading with, keeping close tabs on changes to their financial health, and acting promptly when risk increases can help prevent problems before they become losses.

How can we help

If you’re concerned about late payments or want to strengthen your credit management processes, our specialist construction credit and debt recovery team can help. From real-time credit data to effective recovery strategies, we’re here to help you protect your business and keep projects moving.

Background

In May 2025, a new member joined Top Service — marking their fourth company within the same group to take advantage of our industry-leading credit management and debt recovery services.

The group’s decision to extend membership across all its businesses reflects its confidence in Top Service’s results and our understanding of the construction sector’s unique credit challenges.

The Challenge

Shortly after joining, the member encountered an overdue account with a balance of £10,725.28, which had been outstanding since 31 August 2025.

Despite reasonable efforts to obtain payment directly, the debtor failed to respond, prompting the member to pass the case to Top Service on 1 October 2025.

The Solution

Upon receiving the case, Top Service immediately commenced the recovery process.
In line with Late Payment Legislation, statutory charges and interest were added, bringing the total amount owed to £11,370.85.

Our experienced team quickly established communication with the debtor, leveraging both our professional approach and our established reputation for effective, results-driven collections within the industry.

The Result

Within just 5 days, the full balance — including all late payment charges — was paid in full.

Zero cost – The collection fee was covered by the additional compensation and interest, meaning our service didn’t incur any costs.

Notably, Top Service had already issued 10 previous chasing letters to this same debtor in recent months, relating to debts totalling over £120,000 — all of which were successfully settled.

This latest success further demonstrates how consistent use of Top Service helps reinforce prompt payment behaviour across the industry.

Member Testimonial

“We are making good use of the services across all businesses. We find the free chasing emails and the No Win No Fee debt collection services very worthwhile.

Key Highlights

• New member success: First debt recovered within 5 days of referral
  
• Full recovery: £11,370.85 (including late payment charges) paid in full
  
• Group confidence: Fourth company in the group to join Top Service
  
• Proven effectiveness: Debtor had previously cleared £120,000+ in debts after Top Service intervention

Need a second opinion on a tricky overdue account?
📞 Ask an Expert – our credit control advisors are here to help.

Signs of recovery in the construction sector clash with rising costs, week confidence and a cautious credit outlook.

While many commentators have shared their views on the direction of travel in the construction sector I thought it might be interesting to compare these to the experiences of Top Service members who are working in the sector.

Noble Francis, Economics Director at the Construction Products Association, regularly publishes his analysis of house building volumes and predictions using brick delivery stats as a proxy for house statistics, and they’re usually pretty accurate. Deliveries from January to May 2025 were 13.5% higher than in 2024 – as more new developments started. This is a positive trend, but he points out that even this elevated figure is 26.8% lower than the most recent peak of housing demand in 2022, and he believes it will take years to return to those buoyant levels.

The RICS (Royal Institution of Chartered Surveyors) UK Construction Monitor for Q1 2025 reported signs pointing to modest growth for the year ahead, saying “the forward-looking metrics point to a relatively modest uplift in construction workloads over the next twelve months with profitability in the sector remaining under pressure.”

Addressing demand, Bloomberg Intelligence also reported that demand for housing was higher in May 2025 than a year earlier, despite the end of the stamp duty holiday. This increase was supported by the lowest mortgage rates for several years, and an interesting insight that rates for 2-year fixed mortgages were lower than 5-year fixed deals. Bloomberg expects the 2025 annual construction growth rate to reach 4.5%.

Across business more generally, the ICAEW recently published its second quarter confidence monitor showing that business confidence in the UK had fallen to its lowest level in three years, primarily due to rising taxes and economic instability.

So how do these views compare with those working at the sharp end of construction businesses day-in, day-out. We surveyed Top Service members to canvass their experience of the first half of 2025, and their expectations for the remainder of the year. For the first half of the year, 57.8% have seen a contraction in demand, while just under half experienced growth. Expectations for the second half of 2025 reflect a similar split with 52.9% expecting contraction and 47.1% forecasting growth.

We also asked what was having the biggest impact on their customers and clients. By a significant margin, the top two issues were lack of confidence and labour costs. These match the ICAEW findings and the latter is no great surprise given the focus over recent months on the National Insurance increases.

Sadly, the prospects for credit management trends are bleak with 80.2% expecting business failures and bad debts to increase. The need to use all the tools available to support best practice risk management and collections is as vital as ever.

Government is playing its part in trying to boost the construction sector. The Construction Skills Mission Board held its first meeting in June and has a target of attracting 100,000 new workers into the industry. It will do this by focussing on five key areas to drive increased recruitment: confidence to employ and invest, clear new entrant pathways, access to provision & support to train, funding that works, reliable and rewarding careers. All laudable objectives if they are effectively implemented but the activity needs to be kept on track and not fall away like so many similar initiatives in the past.

Its intention to invest £39 billion in an Affordable Housing Programme over the next ten years is equally praiseworthy but a staggering 92.5% of surveyed Top Service members said they did not believe the Government would achieve the target, and most commentators seem to be equally sceptical.

In summary, it can be said that there are glimmers of optimism, promises of a brighter long-term future, and operational challenges for the rest of this year. Best practice credit management is going to be just as important as ever. Speaking personally, I’m proud to work with a company that helps its members meet and overcome these challenges every day.

Author: Philip King FCICM is a non-executive director at Top Service Ltd

In August 2025, company insolvencies dipped slightly compared to July, but the numbers remain elevated, and construction remains at the top of the list for all the wrong reasons.

According to the latest government data, there were 2,048 registered company insolvencies in England and Wales during August. That’s 2% lower than July’s 2,083, but still 6% higher than the same month last year (1,933). After eight months of 2025, the picture is clear: insolvencies are running at roughly the same level as 2023, which marked a 30-year high.

Volatility hasn’t gone away. For construction firms in particular, the risks remain high, with cash flow pressures continuing to be the sector’s biggest vulnerability.

Construction: Still the Hardest Hit

Over the 12 months to July 2025, 3,973 construction companies entered insolvency, accounting for 17% of all business failures where the industry was recorded. That puts construction firmly at the top of the insolvency league table, ahead of wholesale & retail, accommodation & food services, and manufacturing.

The challenges remain familiar:

• Tight margins are squeezed further by rising material and labour costs
• Late payment cycles that leave subcontractors dangerously exposed
• Interest rate pressures are weighing on developers and contractors alike
• Ongoing labour shortages, inflating wages and disrupting delivery

These conditions mean even well-run firms with solid order books are at risk. In our conversations with clients, we’re seeing more subcontractors and SMEs struggling to absorb even short delays in payment.

Breaking Down the August Numbers

Looking deeper into the insolvency data:

• Creditors’ Voluntary Liquidations (CVLs): 1,600 cases in August, accounting for 78% of all insolvencies. That’s up 1% from July and 5% higher year-on-year, showing many businesses continue to choose voluntary winding-up as pressures mount.
• Compulsory Liquidations: 311 cases, down 9% from July but still 11% higher than last year—and above the 2024 monthly average. This suggests creditors (including HMRC) are still taking a firmer stance.
• Administrations: 121 cases, down sharply (17% from July) but 6% higher year-on-year. While fewer businesses attempted formal restructuring in August, the longer-term trend since 2022 has been upwards.
• Company Voluntary Arrangements (CVAs): Just 16 cases, but that’s 33% higher than July, even if 20% down on August 2024. Volumes remain very low compared to historic levels.
• Receiverships: Zero recorded in August—these remain rare in the current landscape.

The 12-month rolling insolvency rate now stands at 52.6 per 10,000 companies (1 in 190 businesses). That’s slightly down from 55.5 the year before, but still well above pre-pandemic levels.

Long-Term Picture: Not a Time for Complacency

While the slight dip in August is welcome, insolvency volumes remain stubbornly high, and the construction sector continues to be disproportionately exposed.

The last sustained decline in insolvency levels came during 2016–2019. Since then, the combined effects of the pandemic, inflation, interest rate rises, and tighter lending have kept numbers high. With construction firms often carrying heavy overheads and dependent on prompt client payments, the sector is still walking a fine line.

Our View

At Top Service, we see insolvencies not just as numbers but as early warning signs for credit managers and directors across the construction supply chain.

Our advice:

• Stay proactive with credit control—don’t wait until overdue invoices turn into bad debt.
• Use sector-specific intelligence to spot early warning signs of stress in clients.
• Tighten payment terms and avoid overexposure to risky accounts.

Insolvency numbers may have edged down slightly this month, but the data tells us the sector remains fragile. Now is the time to strengthen cash flow protection, not to relax.

👉 If you’d like to discuss how to safeguard your business in these conditions, contact us on 01527 503 990 or visit www.top-service.co.uk.

In construction, margins are often tight, projects are complex, and payment delays can put serious strain on your cash flow. That’s why knowing exactly who you’re trading with, before problems arise, is essential.

Relying on instinct or experience isn’t enough. The most resilient construction businesses carry out proactive checks on customers to identify risks before they lead to
bad debt.

Why Proactive Checks Matter
Many credit issues can be avoided if you have the right information at the right time. Common risks include:
● Customers with a history of slow or missed payments
● Directors linked to multiple failed companies
● Companies with sudden changes in financial behaviour
● Complex or opaque ownership structures

Spotting these warning signs early allows you to adjust terms, seek assurances, or decline the work before you’re exposed.

Beyond the Basics: How Top Service Protects You
Standard credit checks can leave blind spots — especially if the information is based only on historic filed accounts. At Top Service, we specialise in the construction sector, which means our intelligence reflects what’s happening right now, not just last year.

Our members benefit from:
● Real-time trading experiences shared by thousands of construction suppliers
● Director monitoring to flag linked high-risk companies
● Fraud detection alerts to catch suspicious behaviour early
● Debt recovery services that act fast on slow payers

This combination provides you with the tools to protect your cash flow and minimise unnecessary exposure.

Building Your Safety Net
To safeguard your business from risky customers, consider these steps:

1. Check before you commit – Always carry out thorough due diligence on new customers.
2. Monitor continuously – Keep a close watch for changes in payment behaviour or financial health.
3. Act quickly – Address slow payment or other warning signs before they escalate.
4. Use multiple safeguards – Combine proactive checks with robust terms, guarantees, or insurance.

Don’t Leave It to Chance
In construction, prevention is far more effective than cure. By working with Top Service, you gain the advantage of timely, sector-specific intelligence and the support of a debt recovery team that understands your industry.
Protect your business today. Contact us to find out how our tools and services can give you the confidence to trade with the right customers — and avoid the wrong ones

In construction, where upfront costs are high and payment terms are long, managing credit risk isn’t optional; it’s essential for survival.
Trade credit insurance is a valuable safety net, protecting you from losses if a customer becomes insolvent or defaults.
But here’s the reality: insurance pays you after the damage is done.

To truly protect your cash flow, you need to combine insurance with real-time intelligence and proactive debt recovery, and that’s where Top Service comes in.

Sector Insights
While trade credit claims cover losses, they don’t prevent them.

Recent figures underline the risk:
● In May 2025, UK insolvencies rose 15% year-on-year, with 2,238 filings
● For construction specifically, annual insolvencies hit 4,056 — up 26% compared to
pre-pandemic levels

The Role of Trade Credit Insurance
Credit insurance covers you when customers can’t or won’t pay, giving you financial protection up to your policy limits.

It’s an important backstop — but it has limits:
● Claims can take time to process.
● You’ll likely pay an excess.
● It can impact renewal terms and premiums.

And most importantly, to make a claim, you still need robust due diligence in place. That means thorough credit checks, continuous monitoring, and quick action when a customer’s payment behaviour changes.

Why Standard Credit Information Falls Short

Most credit insurance policyholders rely on their insurer for risk data. But:
● Reports often rely on filed accounts that may be months — even years — out of date.
● They rarely show what’s happening in real time with day-to-day suppliers.

By the time a generic provider updates their rating, your customer could already owe you thousands.

The Top Service Difference

As the UK’s only credit reference agency dedicated to the construction industry, we go beyond static reports:
● Up-to-the-minute trading experiences from thousands of construction suppliers.
● Sector-specific intelligence you can act on immediately.
● Fraud detection tools to uncover hidden risks.
● Real-time monitoring alerts so you know when a customer’s risk profile changes.

This isn’t just about spotting risk — it’s about seeing it early enough to act.#

Debt Recovery Before the Claim
Even with insurance, a direct recovery is often faster and more cost-effective than making a claim:
● You get paid quicker.
● You avoid excess charges.
● You keep your premiums lower.

For slow payers, our debt recovery team moves fast — often securing full payment while preserving customer relationships. If insolvency has already occurred, your insurer can step in, but why wait until it’s too late?

The Two-Layer Defence
● Layer 1: Credit insurance — your safety net.
● Layer 2: Top Service — your early warning and rapid recovery system.
Together, they don’t just protect you after a loss — they help prevent the loss in the first place.

Quick Action Checklist
✔ Use Top Service to monitor all insurance-covered clients.
✔ Take early action on slow payers before a claim is necessary.
✔ Use monitoring insights to adjust cover levels and keep premiums competitive.

Ready to strengthen your credit risk strategy?
Contact Top Service Ltd today to see how our real-time construction sector intelligence works hand-in-hand with your existing cover

In the UK construction industry, working with the right customers and partners is crucial. One growing risk is the rise in director disqualifications, which can put your business at serious financial risk if you unknowingly work with a company led by a banned director.

The Surge in Director Bans
The Insolvency Service has been increasingly active in disqualifying directors who have mismanaged companies, failed to meet financial obligations, or engaged in fraudulent activity. Many recent bans are linked to the misuse of Covid-era government loans.

Hard Data Insight:
● 1,036 directors disqualified in 2024–25
● 736 bans related to COVID loan abuse
● Average ban length: 8 years

Construction remains one of the most vulnerable sectors:
● 427 construction insolvencies in July 2025 — representing 17% of all UK corporate failures
● Half of UK businesses in late 2024 were experiencing critical financial distress, and 58% of these were in construction and real estate

Why This Matters for Construction Businesses
Working with a company led by a disqualified director can expose you to:
● Serious non-payment risks
● Costly contractual disputes
● Potential liability for failing to carry out proper due diligence

For suppliers and contractors operating on tight margins and long payment terms, these
risks can be devastating

Spotting Risk Before It Hits
Due diligence is your first line of defence. Warning signs to look out for include:
● Directors recently disqualified
● Companies with complex or unclear ownership structures
● Multiple companies registered to the same director without legitimate links
Identifying these red flags early can help you avoid losses and strengthen your business resilience

Actionable Checklist
✔ Enable director monitoring alerts for all key trading partners
✔ Check director networks and affiliations for hidden risk patterns
✔ If risks are flagged, review credit terms or request added assurances, such as a parent company guarantee

How Top Service Helps
At Top Service Ltd, we specialise in credit management solutions built for the construction sector. Our platform offers:
● Real-time monitoring of directors and company changes
● Identification of linked directors across multiple companies
● Alerts to high-risk behaviour before it impacts your business
This insight enables you to make confident trading decisions, safeguard cash flow, and protect your reputation.

Take Action
Don’t wait for problems to surface. Start proactive due diligence on your customers and suppliers now to protect your business from avoidable risks.
Contact Top Service Ltd today to see how our tools can help you spot and manage director-related risks with confidence