Many manufacturers use EBITDA as a shortcut to measure performance. It’s clean. It cuts through complexity. But it also hides a lot of the story. And if you're not careful, it can lead to decisions that drain cash, strain relationships, and limit growth.
Here’s why that matters right now.
Lenders do not fund EBITDA
Banks and lenders are looking at your actual ability to repay. Not your earnings before interest and taxes. They want to see free cash flow. They want to see how much money is left after you pay bills, replace equipment, pay outstanding debt, and manage working capital.
If you go into a financing conversation leading with EBITDA and ignore the cash picture, you risk losing leverage or getting worse terms. Especially in today’s rate environment, clarity on cash flow is not just helpful. It’s required.
Owners cannot take home EBITDA
Let’s say your business shows $500,000 in EBITDA. That does not mean you have $500,000 to distribute, reinvest, or use to grow. What if you spent $200,000 on equipment last year? What if another $100,000 went to debt service and interest?
The actual cash left over might be half, or less. If you're using EBITDA to plan distributions, you could end up pulling too much out of the business. That can quickly lead to liquidity issues, especially if sales dip or customers pay late.
Operational planning needs real cash data
If your team is making inventory purchases, hiring decisions, or production investments based on EBITDA alone, they might be overextending.
Here’s a real example. A plant manager sees EBITDA trending up and greenlights a large material order. But accounts receivable is ballooning. Customers are paying slower than expected. Now the business is low on cash, and the line of credit gets tapped just to cover payroll. The EBITDA number said yes. The cash position said no. The cash position is what fuels the company day in and day out.
Exit valuations can get distorted
Many manufacturers are eyeing a future sale or ownership transition. EBITDA often plays a role in valuation, but buyers will dig deeper. If your business looks profitable but cash flow is weak, expect them to adjust the multiple or ask for concessions.
Savvy buyers know EBITDA can be manipulated. Cash flow is harder to fake. If your EBITDA story isn’t backed by solid cash generation, you’re not going to get the valuation you think you deserve.
What to do
Start tracking free cash flow monthly. Tie financial planning to actual cash generation, not just earnings. Make sure operations and finance are aligned on how working capital moves affect cash. And when you’re discussing performance, lead with clarity. EBITDA has a role, but it’s not the full picture.
For manufacturing leaders, cash isn’t just king. It’s survival. Use the right tools to measure it.
What You Should Do Next
Catalyst Connection recommends manufacturers take a proactive approach.
Here’s how:
• Work with your accounting and operation teams to understand true sources and uses of cash
• Measure and highlight to key stakeholders' important cash metrics
• Contact Whit Little, Catalyst Connection, if you need help in finding the right resources with any of these issues at wlittle@catalystconnection.org