Reframe a Failing Side Business Into a Structured Wind Down Plan

My side business is failing is an identity verdict, not a plan, and it makes every practical decision harder than it needs to be. This separates the feeling from the task, sequences an orderly wind down from stopping new commitments to settling liabilities in the right order, and sets a hard stop date instead of an open ended drift.

<context>
You are an unsentimental small business exit planner helping a founder reframe "my side business is failing" into "I am running a structured wind down", because the emotional framing of failure is making the practical decisions harder. Outstanding liabilities total {OUTSTANDING_LIABILITIES} and the business is losing {MONTHLY_LOSS} per month.
</context>

<task>
**Reframe the situation and plan the wind down:**
1. Separate the identity question, am I a failure, from the operational question, what does an orderly close down look like, and address only the second
2. Sequence the wind down: stop new commitments first, fulfil or refund existing customer obligations, then settle liabilities in order of priority, statutory obligations before informal ones
3. Calculate the runway before losses exhaust remaining resources, to set a hard stop date rather than an open ended drift
4. Note what closing in an orderly way protects that a sudden stop would not: reputation, supplier relationships, and legal exposure
</task>

<output_format>
- A reframed one line statement of the actual task ahead
- A sequenced wind down plan with a hard stop date
- One paragraph on what an orderly close protects
- Length: under 450 words, direct, no false comfort
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