SOLUTIONS / PLAN CASH FLOW
See the timing.
Plan the cash.
A custom cash flow forecast connecting expected receipts, essential payments and funding. Make the periods that need attention visible.
01 / THE WORK BEHIND THE MATERIALS
A clear objective.
A connected approach.
For owners managing seasonal trading, growth investment, payment delays or an uncertain operating period.
Build a reliable opening position
Start from cash, receivables, payables and known commitments. Separate confirmed receipts and payments from estimates.
Map the timing of money
Reflect customer and supplier terms, payroll, tax assumptions, debt and investment. Choose a weekly or monthly view around the decisions being made.
Keep the forecast useful
Compare expected and actual movements. Make the assumptions and update process clear enough to maintain as trading changes.
TURN THE OBJECTIVE INTO A WORKING BRIEF
What needs to be clear
before the next decision.
Focus on when money reaches or leaves the bank. A cash plan needs to reflect collections, payment commitments and financing dates, including items that do not appear as operating expenses.
| The question | The work behind it | The useful output |
|---|---|---|
| When will customers pay? | Separate invoiced sales, expected new sales, deposits and the collection assumptions for each. | A receipts schedule tied to the available customer and sales information. |
| Which payments are committed? | Map payroll, suppliers, rent, investment and financing payments to their expected dates. | An outflow schedule that distinguishes known commitments from forecast spending. |
| Where does the cash balance tighten? | Combine starting cash, receipts, payments and alternative timing assumptions. | A cash forecast showing low points and the effect of the alternatives being considered. |
A USEFUL STARTING POINT
Build the basis for the decision.
Agree the starting bank position and the reporting interval. Weekly or monthly detail should match the decision and the quality of the information available for collections and payments.
FOR OUR FIRST CONVERSATION
Three things to clarify.
- Current cash balances and the date they relate to.
- Outstanding receivables, payables and known payment commitments.
- The period to plan and the timing uncertainties you want to examine.
02 / MATERIALS FOR THE NEXT STEP
The right documents.
One consistent basis.
The products follow the project. I can focus on one deliverable or connect several in an agreed scope.
USEFUL INPUTS AFTER OUR FIRST CALL
- Current cash balances
- Receivables, payables and payment commitments
- Payroll, debt and planned investment
- Sales expectations and collection terms
- Known seasonal or one-off cash movements
ILLUSTRATIVE PROJECT SCENARIO
See the decision
in context.
A contractor has a growing workload but customer receipts arrive after materials and labor must be paid. A weekly forecast connects project billing to the company’s payment calendar.
Explore the project exampleA FEW PRACTICAL DETAILS
Before we work together.
LET’S MAKE THE NEXT MOVE CLEARER
Let’s make the next
decision clearer.
Three quick questions. Then choose a time to talk with Henry.