Profitability is an accounting outcome; liquidity is a survival condition. A fast-growing company that is profitable on paper can still run short of cash because receivables and inventory absorb it. That squeeze shows up late on the balance sheet and early in the bank account.
This engagement turns cash from an outcome into a managed variable. Weekly visibility is established, collection and payment discipline defined, and decision rules set in advance for both a cash surplus and a cash gap.
What This Service Covers
- Building and operating a 13-week rolling cash flow model
- Calculating the cash conversion cycle (receivable, inventory and payable days) and identifying where it can improve
- Redefining collection policy and credit sales discipline
- Simplifying bank account structure and payment flows
- Comparing deposits, funds and debt repayment as uses for surplus cash
- Setting early warning thresholds for liquidity risk
How We Work
- Cash snapshotCurrent cash position, credit lines and upcoming obligations are brought into a single view.
- 13-week modelA rolling projection is built from weekly collection and payment items.
- Cycle analysisReceivable, inventory and payable days are calculated to find where cash is trapped inside the company.
- Decision rulesWhat action is taken at what cash level is written down in advance.
- RhythmA weekly review format is established and handed to your team.
Who It Is For
- Profitable businesses that still struggle to meet payments
- Companies in sectors with strong seasonal swings
- Fast-growing firms financing that growth from working capital
- Companies entering restructuring that must show the bank credible cash visibility
This page describes the general scope of the service. For a proposal tailored to your company, request a free introductory call.
Book a call →Frequently Asked Questions
Why thirteen weeks?
Thirteen weeks is a quarter: the longest window over which forecasting stays reliable and the widest one in which action is still possible. An annual budget is too distant during a crisis; a monthly view usually arrives too late.
Who operates the model afterwards?
It is handed to your own finance team. The first eight to ten weeks are run together, after which support continues only as requested.
We have surplus cash — is this still relevant?
Yes. For a cash-rich company the real question is whether that surplus earns more in a deposit, in a fund, or by repaying debt.
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