Profitable businesses run out of cash more often than unprofitable ones survive on it — cash flow management is about seeing shortfalls before they happen and having a plan for them. We build rolling cash flow forecasts, identify the levers that actually move your cash position (collections, payment terms, inventory, financing), and help you act on them before a squeeze becomes a crisis.

The forecasting and active management of a business's cash inflows and outflows to maintain liquidity and anticipate shortfalls before they occur.

Who needs it?
Businesses with irregular or seasonal cash flow, companies growing quickly (which often strains cash even while profitable), and any business that has been surprised by a cash shortfall in the past.

- Early visibility into upcoming cash shortfalls, with time to act

- Identification of practical levers to improve your cash position

- Reduced reliance on emergency financing or late payments to vendors

- Confidence in day-to-day and month-to-month liquidity

Our Process
1. Build a rolling cash flow forecast from your actual inflows and outflows

2. Identify the key levers affecting your cash position

3. Recommend specific actions (collections, terms, financing) where needed

4. Monitor and update the forecast on an ongoing basis

Cost Factor ~ Depends on forecasting frequency and complexity, number of bank accounts/currencies, and whether ongoing monitoring is included.

Timeline ~ Initial cash flow forecast build typically takes 1–2 weeks; ongoing monitoring then runs on a weekly or monthly cycle.

1. Why does a profitable business run into cash flow problems?
Profit and cash are different things — a business can show a profit on paper while cash is tied up in unpaid invoices, inventory, or rapid growth spending ahead of revenue. Cash flow management specifically tracks the timing of money in and out, not just the accounting result.

2. How far ahead should a cash flow forecast look?
A rolling 13-week forecast is a common standard for tight, near-term visibility, often paired with a longer 12-month view for planning purposes. We set this up based on how volatile your cash position actually is.

3. What can actually be done if a cash shortfall is identified in advance?
Common levers include accelerating collections, renegotiating supplier payment terms, adjusting inventory levels, or arranging financing ahead of need rather than in a crisis. Seeing the shortfall weeks or months ahead is what makes these options realistic instead of last-resort.