CASH FLOW / 04

Find the cash-flow bottleneck

Trace the timing gap between cash in and cash out, then compare operating, customer, inventory, and financing options.

01 / PATHS UNDER IMPROVE CASH FLOW

Choose the question
closest to the decision.

Each guide narrows the scope and identifies what to verify next.

01Cash-flow analysisReconcile the cash position, timing, and operating drivers to locate the source of a shortfall.02Cash-flow forecastProject dated inflows and outflows with explicit assumptions, scenarios, and update owners.03Working-capital gapMeasure the timing and duration between operating cash needs and expected collections.04Payroll gapPlan for payroll timing using confirmed pay dates, collections, tax obligations, and available cash.05Inventory cash flowUnderstand how buying, holding, and selling inventory changes cash availability and reorder decisions.06Accounts receivable cash flowReview invoice aging, disputes, collection ownership, and the cost of delayed customer payment.07Seasonal cash flowPrepare for recurring peaks and troughs with a dated plan for costs, receipts, and reserves.08Cash-flow stress testTest how slower receipts, lower sales, or higher costs affect the lowest projected cash balance.

02 / START WITH THE PROBLEMIMPROVE CASH FLOW

A cash shortage can come from timing, margin, growth, seasonality, or obligations. Borrowing may shift timing without fixing the underlying cause.

A cash shortage can come from timing, margin, growth, seasonality, or obligations. Borrowing may shift timing without fixing the underlying cause. Identify the cause, size, and duration of the gap before choosing an operating or financing response. A useful first step is to make the current facts, timing, and decision owner visible. From there, compare operating changes, professional guidance, and any relevant financing or tool resources against the same assumptions.

DESIRED OUTCOME

Identify the cause, size, and duration of the gap before choosing an operating or financing response.

03 / DIAGNOSTIC SIGNALS

What to look for.

Signals are prompts for investigation. They are not a score or a determination.

CURRENT FRICTION

−Collections regularly arrive after payroll or supplier dates.
−Forecasts omit taxes, debt service, or one-time cash needs.
−Revenue is rising while available cash is shrinking.

DECISION QUESTIONS

When does the lowest cash point occur, and what drives it?
Which receipts, payments, and assumptions can be verified?
What changes if collections slow or costs rise?

04 / PRACTICAL PATHS

Options to compare.

Use the same facts, time horizon, and downside assumptions when weighing each next move.

01
Build a dated cash forecast from actual balances, receivables, payables, and committed costs.
02
Test collection, purchasing, pricing, and expense changes before adding obligations.
03
If a structural gap remains, compare suitable funding categories and repayment capacity.

CHECK THE TRADEOFFS

The right path depends on current records, timing, operating capacity, and the specific terms available.
Model downside cases and ongoing costs before committing cash or taking on a new obligation.
Confirm legal, tax, credit, privacy, and financing questions with the qualified professional responsible for that decision.

05 / WORKFLOW

Move it forward.

Keep the work small enough to review and clear enough to hand off.

STEP / 01
Define the decision, the people responsible, and the date by which it must be made.
STEP / 02
Gather current source records and mark assumptions that still need verification.
STEP / 03
Compare options, risks, and next actions; update the plan when actual results differ.

READINESS CHECK

Bring these facts
into the review.

+Collections regularly arrive after payroll or supplier dates.
+Forecasts omit taxes, debt service, or one-time cash needs.
+Revenue is rising while available cash is shrinking.

A promised score, approval, savings, or timeline cannot be tied to verified evidence.

COMMON QUESTIONS

Before you act.

What should I review first for improve cash flow?

When does the lowest cash point occur, and what drives it? Identify the cause, size, and duration of the gap before choosing an operating or financing response. Start with current records, make assumptions explicit, and involve qualified professionals when a decision depends on legal, tax, credit, or financing terms.

Does this page determine eligibility or guarantee an outcome?

No. This guide organizes questions and next steps. It does not make underwriting, eligibility, approval, or service-availability decisions.

NEXT / IMPROVE CASH FLOW

Make the next step
specific and owned.

Write down the decision, the source records, the open question, and who will review it.

FIND THE CASH-FLOW BOTTLENECK