Cash-flow early warnings
Six weeks' warning before cash gets tight, while there's still time to do something about it.
Hours back
2
hours a week back, typically
How it runs
What we build, step by step.
This is the usual shape. Yours gets built around how your team actually does the job.
- 01
Money in, from what's owed and booked
Open invoices with each customer's usual payment habits, plus jobs booked but not yet invoiced.
- 02
Money out, from bills and fixed costs
Bills due, payroll, loan and lease payments, tax dates and the regular costs you'd forget to list.
- 03
A six-week view, updated weekly
Expected balance each week, with the biggest items in and out named.
- 04
A warning when a week looks tight
If any week drops below the floor you set, you get a message saying which week, by how much and why.
- 05
Options laid out
The overdue invoices worth chasing first, bills that could move, and what the shortfall looks like if a big customer pays late again.
Shown with software we see a lot. If your team uses something else, we build it into that instead.
Built for your business
Same job, different business. We build yours.
Two firms in the same trade rarely run a job the same way. Different software, different steps, different people signing off. We build it for your business, around how your team actually does the job.
Your steps
Built around the order your team already works in, odd exceptions included.
Your software
Runs inside the tools you already pay for, set up the way you use them.
Your rules
Your wording, your limits, your sign-offs. Nothing generic goes out in your name.
You sign off
Your team keeps the final say.
The forecast reads your books and drafts suggestions. Chasing a customer, delaying a bill or ringing the bank is your call.
What it's worth
What those hours add up to.
2 hours a week, over 46 working weeks, is 92 hours a year. At $50 an hour, that’s
$4,600
back in the business, every year.
Typical, not promised.
Before and after
The job, before and after.
How it runs today
You keep a rough picture of cash in your head. A late payment, the quarterly VAT or BAS bill and the insurance renewal land in the same fortnight, and you only find out when the balance is lower than payroll.
What we build
- Money in, from what's owed and booked
- Money out, from bills and fixed costs
- A six-week view, updated weekly
- A warning when a week looks tight
- Options laid out
A month in
A tight week shows up six weeks out instead of on the day. You have the conversation with your bank or a slow payer early, when it's still an easy one.
Your customers don't pay on the due date. The forecast knows that.
Most cash forecasts assume invoices get paid on the due date. Real customers don't work that way. One always pays in 15 days, another always in 60. The forecast uses each customer's actual payment history, which is why it usually lands closer to what really happens than a forecast built on terms alone.
FAQ
Is a cash flow forecast a replacement for my accountant?
No. Your accountant still does the accounts, tax and advice. The cash flow early warning is a weekly look six weeks ahead from the same books, so you can ask them better questions sooner.
How accurate is the cash flow forecast?
The cash flow forecast is only as good as what's in your books and job system. It shows its working, so you can see which numbers it relied on and correct anything that's off.
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Bring this one to a free live build.
Thirty minutes on cash-flow early warnings. We build its elf with you, live, and you keep it.