From what you have said, you have an good business model. You fund a pre-payment card with GBP2k, pay for advertising and send the driver a tracking device. A customer orders food to be delivered and pays for it immediately. You get the money a few days later. You pay the driver on a Monday, so at that point you have been paid for roughly half of customer orders, so you are also funding half of the driver's weekly cost. It would seem straightforward to calculate that evry time you have GBPx, you can expand into a new area by funding more drivers. You are proud of your EBITDA margin of 14-19%, but it sounds like your platform and admin costs might exceed it, which is causing problems. Your competitors (UberEats, JustEast etc) sign suppliers to their platform and charge those suppliers a significant commission, and then pay those suppliers their net share later, enjoying the cashflow implications that you are currently struggling with. You say that you target areas where your competitors do not operate, and I would suggest that the important omission is the word 'yet'. This is because: they do not perceive sufficient demand to do so - which your experience would seem to refute - and/or they consider that the time spent negotiating with suppliers is better spent elsewhere at the moment If and when they move to your areas it will be difficult to protect your business as you have little control over product or pricing. With very limited info provided, I would suggest that your priority should not be expanding into new geographic areas, but: protecting the areas that you already have increasing control of your market (suppliers, data and transactions in addition to customers) by persuading suppliers to sign terms with you, reducing the liklihood of them immediately signing to your larger competitors when the time comes, and sharing revenue with the suppliers so that you are making margin on both the food component and the delivery component, and controlling the transaction (and the data) between your customer and your supplier TLDR - if you change your model slightly and increase your margin by sharing the food component, you could eliminate your cashflow misery and create a stronger and more resilient business.