Description
A cash problem is not always a cash problem. The money exists and nobody can see it, or it exists and nobody has asked for it. Those need different answers, and this tells them apart.
Scope
- I review, for one company: your receivables and payables ledgers at an agreed date, up to 8 bank and deposit accounts, and up to 20 loan, lease or recurring commitments.
- I build a 13-week cash view from the data you supply.
- I rank your overdue receivables by size and by age, and identify obligations that your current reporting does not show.
- I hold one live session of up to 45 minutes before the work and one of up to 60 minutes to take you through it.
Deliverables
- A 13-week cash view as an editable spreadsheet, with its assumptions on a separate sheet.
- A written summary of what was found, ranked by size and by how quickly it can be acted on.
- A collection priority list covering the 25 largest overdue balances.
Timing
Two to three weeks from the date all listed data is received in usable form.
Assumptions
- One legal entity, one currency, ledger extracts in electronic form.
- Your receivables and payables ledgers must be current and reconciled to your bank at the agreed date. A forecast inherits the errors of the ledgers it is built from, so if they are not reconciled, the financial health check is the place to start instead.
- Inventory, stock valuation and supplier term renegotiation are outside scope.
- One revision of the cash view after delivery.
- This is analysis and an order of action. It does not include chasing customers, talking to banks, raising finance, or any promise of a particular cash outcome.
- A forecast is only as current as whoever maintains it. If you want it to keep itself up to date, the next step is the monthly reporting build.
