A Step-by-Step Guide to Predicting Cash Shortages, Planning Payments and Taking Control of Your Business Finances

Do you know how much money will be in your business bank account six weeks from now?

Not how much you hope will be there.

Not how much you've invoiced.

Not how much turnover you're expecting.

But how much cash you're realistically likely to have available.

Many SME business owners can't answer that question confidently.

They know today's bank balance.

They might know roughly how much customers owe them.

They may have an idea of what bills are coming.

But they don't have a clear picture of when money will arrive, when payments must be made and whether there will be enough cash to cover everything.

That's where a 13-week cash flow forecast can make an enormous difference.

A 13-week forecast gives you a forward-looking view of your business finances.

It helps you identify potential cash shortages before they become emergencies, plan payments more effectively and make better decisions about spending, recruitment and growth.

And the good news?

You don't need to be an accountant to understand or use one.

Let's look at how to create a practical cash flow forecast for your business.

What Is a 13-Week Cash Flow Forecast?

A 13-week cash flow forecast is a financial planning tool that estimates the money expected to enter and leave your business over the next 13 weeks.

It typically shows:

• Your opening cash balance.
• Expected customer payments.
• Other cash receipts.
• Supplier payments.
• Wages and employment costs.
• Rent and overheads.
• VAT and other tax payments.
• Loan repayments.
• Planned equipment purchases.
• Your expected closing cash balance each week.

Thirteen weeks is approximately three months.

That's long enough to identify many upcoming financial pressures while remaining short enough to forecast in useful detail.

The key difference from a profit and loss forecast is that a cash flow forecast focuses on when money actually moves.

Why Forecast 13 Weeks?

Why not just forecast one month?

Or twelve months?

Both can be useful, but a rolling 13-week forecast offers several advantages.

It Gives You Early Warning

A large VAT payment due in eight weeks might not feel urgent today.

But if your forecast shows insufficient cash to cover it, you have time to investigate the problem.

It Helps You Manage Weekly Payments

Most businesses have commitments that occur at different times.

Payroll may be monthly.

Suppliers may be paid weekly.

Rent may be quarterly.

Customer receipts may be unpredictable.

A weekly forecast brings these together.

It Supports Better Decisions

Before spending £15,000 on new equipment, you can see how the purchase affects your expected cash position.

It Can Be Updated Easily

Each week, you replace estimates with actual figures and add another week to the forecast.

This creates a rolling 13-week cash flow forecast.

Who Should Use a 13-Week Cash Flow Forecast?

Almost any SME can benefit, particularly businesses that:

• Have customers paying on credit.
• Employ staff.
• Hold stock.
• Have significant supplier commitments.
• Experience seasonal demand.
• Work on large projects.
• Have uneven monthly income.
• Are growing quickly.
• Have limited cash reserves.
• Need to manage VAT and other tax payments.

It can be particularly useful for construction companies, trades businesses, commercial cleaners, recruitment firms, professional services and other businesses where expenses may be incurred before customers pay.

Cash Flow Forecast vs Profit Forecast

Before building your forecast, understand one essential difference.

Profit is not cash.

Imagine your business completes a £20,000 project in October.

You invoice the customer.

The customer has 60 days to pay.

Your accounts may recognise the revenue in October, depending on the applicable accounting treatment.

But your cash flow forecast should show the expected receipt in December.

Meanwhile, your employees and suppliers may need paying in October and November.

That's why a profitable business can still run into cash flow difficulties.

A cash flow forecast follows the money, not just the sales.

What You Need Before Creating Your Forecast

Gather the following information.

1. Current Bank Balances

Your actual business cash position.

2. Outstanding Customer Invoices

Include invoice values, due dates and realistic expected payment dates.

3. Supplier Bills

What do you owe and when is it payable?

4. Payroll Commitments

Wages, PAYE, National Insurance, pensions and other employment costs.

5. Regular Overheads

Rent, insurance, software, utilities, marketing and other operating costs.

6. Tax Liabilities

Expected VAT, Corporation Tax and other tax payments where applicable.

7. Loan and Finance Payments

Include repayments and interest as cash outflows.

8. Expected New Business

Include realistic future receipts, distinguishing confirmed work from uncertain opportunities.

9. Planned Expenditure

Equipment, vehicles, recruitment, stock purchases and other planned investments.

You can obtain much of this information from your bookkeeping system, bank records, invoices, payroll records and accountant.

Step 1 – Set Up Your 13-Week Forecast

Open Excel, Google Sheets or another suitable spreadsheet.

Create 13 columns, one for each week.

Use actual week-ending dates rather than simply Week 1, Week 2 and so on.

For example:

Week ending 16 October

Week ending 23 October

Week ending 30 October

Continue until you have 13 weeks.

Down the left-hand side, create sections for:

Opening Cash

Cash Inflows

Cash Outflows

Net Cash Movement

Closing Cash

This gives you the basic structure.

Step 2 – Enter Your Opening Cash Balance

Start with the cash you actually have available.

For example:

Opening cash: £20,000

Use a consistent forecast cut-off date.

Check for payments or receipts already initiated but not yet reflected in the balance, so they aren't omitted or counted twice.

If you have several business bank accounts, decide which accounts belong in your forecast.

Don't include restricted funds as freely available cash.

Step 3 – Forecast Customer Payments

This is where many forecasts become too optimistic.

Suppose you have these invoices outstanding:

CustomerAmount DueInvoice Due DateRealistic Receipt DateCustomer A£5,00016 October16 OctoberCustomer B£8,00020 October30 OctoberCustomer C£4,00023 October23 OctoberCustomer D£12,00030 October13 November

Notice that Customer B and Customer D aren't necessarily expected to pay on their contractual due dates.

Your forecast should reflect what you reasonably expect to happen.

If a customer consistently pays late, allow for that behaviour.

Don't forecast when you'd like to be paid. Forecast when you're realistically likely to receive the money.

Step 4 – Include Other Expected Cash Inflows

Depending on your business, these might include:

• Customer deposits.
• Recurring subscriptions.
• Stage payments.
• Grants already confirmed.
• Loan funds expected to be received.
• Asset sale proceeds.
• Other known receipts.

Separate confirmed receipts from less certain amounts.

A possible £20,000 contract isn't the same as an invoice from an existing customer with an agreed payment date.

Step 5 – Forecast Your Cash Outflows

Now list all expected payments.

Start with regular commitments.

Examples:

Wages: £8,000 per month.

Rent: £1,500 per month.

Software: £300 per month.

Insurance: £250 per month.

Utilities: £400 per month.

Then add variable and occasional expenses.

Examples:

Supplier payment: £6,000 in Week 2.

Equipment purchase: £4,000 in Week 5.

VAT payment: £7,500 in Week 9.

Loan repayment: £800 each month.

Use the actual payment dates wherever possible.

Step 6 – Include VAT and Tax Payments

Tax payments are often overlooked.

For UK SMEs, your forecast may need to include:

• VAT.
• PAYE.
• Employer National Insurance.
• Pension contributions.
• Corporation Tax.
• Other relevant tax liabilities.

The applicable payment dates and amounts depend on your circumstances.

If you operate a VAT scheme such as the Flat Rate Scheme or cash accounting, ensure the forecast reflects the correct expected cash payments.

Don't assume all the money in your bank account is available to spend.

Some may be needed for tax liabilities.

Step 7 – Calculate Your Weekly Net Cash Movement

The calculation is simple:

Total Cash Inflows − Total Cash Outflows = Net Cash Movement

For example:

Cash coming in:

£12,000

Cash going out:

£15,000

Net cash movement:

−£3,000

Your business is forecast to use £3,000 more cash than it receives that week.

That isn't necessarily a problem if you have sufficient cash reserves.

But you need to know.

Step 8 – Calculate Your Weekly Closing Cash Balance

Use:

Opening Cash + Net Cash Movement = Closing Cash

For example:

Opening cash:

£20,000

Net cash movement:

−£3,000

Closing cash:

£17,000

The next week's opening cash balance becomes £17,000.

Continue this calculation across all 13 weeks.

Worked Example – A Four-Week Cash Flow Forecast

Let's look at a simplified example for an SME.

Cash Flow Item Week 1 to Week 4

Opening cash £20,000 £17,000 £11,000 £8,000

Customer receipts £12,000 £9,000 £14,000 £18,000

Other receipts £0 £0 £0 £0

Total cash in £12,000 £9,000 £14,000 £18,000

Supplier payments £6,000 £8,000 £7,000 £6,000

Wages and employment costs £5,000 £5,000 £5,000 £5,000

Other expenses £4,000 £2,000 £5,000 £3,000

Total cash out £15,000 £15,000 £17,000 £14,000

Net cash movement−£3,000−£6,000−£3,000 £4,000

Closing cash £17,000 £11,000 £8,000 £12,000

The business starts with £20,000.

By Week 3, its forecast closing balance has fallen to £8,000.

It recovers to £12,000 by the end of Week 4.

But what happens if a £10,000 VAT payment is due in Week 3?

Without any other changes, the forecast closing balance for Week 3 becomes:

−£2,000

That is a potential cash shortage.

The forecast has identified it in advance.

The business owner now has an opportunity to investigate the situation before Week 3 arrives.

The Most Important Number Isn't Always the Final Balance

Many owners look at the end of the forecast.

They ask:

“How much cash will we have after 13 weeks?”

But you should also ask:

“What is our lowest forecast cash balance during those 13 weeks?”

A business could start with £30,000 and finish with £35,000, yet have a serious cash shortage in Week 7.

The timing matters.

Also remember that a weekly forecast can conceal a shortage within the week. If payroll is due on Tuesday but a large customer receipt is expected on Friday, you may need a daily cash forecast around that period.

Step 9 – Set a Minimum Cash Buffer

Decide how much cash the business ideally needs to keep available.

This should reflect:

• Payroll commitments.
• Essential supplier payments.
• Rent and overheads.
• Customer payment uncertainty.
• Seasonality.
• Tax obligations.
• Other business risks.

For example, you might set a working minimum cash balance of:

£15,000

If the forecast falls below £15,000, you investigate.

If it becomes negative, you have a more immediate issue to address.

A cash buffer is not a universal fixed percentage.

It should reflect your actual business circumstances.

Step 10 – Use a Simple Traffic-Light System

You can make the forecast easier to interpret.

Green: Forecast cash is comfortably above your minimum buffer.

Amber: Forecast cash is below the desired buffer but remains positive.

Red: Forecast cash is negative or a known payment cannot be met when due.

These thresholds are management indicators, not guarantees of financial safety.

The objective is to highlight potential problems quickly.

Step 11 – Update Your Forecast Every Week

This is where the real value comes from.

At the end of each week:

1. Record actual cash receipts.
2. Record actual payments.
3. Reconcile the closing cash position.
4. Update expected customer payment dates.
5. Update supplier commitments.
6. Add new confirmed work.
7. Remove cancelled or delayed receipts.
8. Extend the forecast by another week.

Your forecast remains 13 weeks long.

That's why it's called a rolling cash flow forecast.

Step 12 – Compare Forecast With Actual Results

Don't just update the numbers.

Ask:

Why was the forecast wrong?

Perhaps:

A customer paid late.

A supplier invoice was higher than expected.

An unexpected repair occurred.

Sales were lower than forecast.

A planned payment didn't happen.

Each difference teaches you something.

Over time, your forecasting assumptions should improve.

How to Use Excel for a 13-Week Cash Flow Forecast

You can build a simple spreadsheet using formulas.

For example, suppose:

Column B = Week 1

Column C = Week 2

and so on.

Your rows might be:

RowItem4Opening Cash6Customer Receipts7Other Receipts8Total Cash In10Supplier Payments11Payroll12Overheads13Tax14Loan Payments15Other Payments16Total Cash Out18Net Cash Movement19Closing Cash

Example Excel formulas for Week 1:

Total cash in (B8):

=SUM(B6:B7)

Total cash out (B16):

=SUM(B10:B15)

Net cash movement (B18):

=B8-B16

Closing cash (B19):

=B4+B18

For Week 2, opening cash should equal Week 1's closing cash:

=B19

Enter that in C4.

Then copy the other formulas across the remaining weeks.

This gives you a basic working model.

Should You Include VAT in the Forecast Figures?

Your cash flow forecast should reflect the actual cash expected to be received and paid.

That means customer receipts and supplier payments will normally be forecast at their cash settlement amounts, including VAT where applicable.

VAT paid to or received from HMRC should also be included at the expected payment or receipt date.

Be careful not to double-count VAT.

The way you calculate VAT liabilities will depend on your accounting scheme and circumstances.

Should You Include Unconfirmed Sales?

You can, but don't treat them as guaranteed cash.

Consider separating:

Confirmed receipts

from:

Potential receipts

For example:

£10,000 from a completed project with an agreed payment date

is very different from:

£10,000 from a proposal that hasn't been accepted.

A sensible approach is to use a realistic base forecast and model uncertain opportunities separately.

How to Forecast When Customers Pay Late

Look at historical payment behaviour.

For example:

Customer A usually pays within 14 days.

Customer B usually pays 15 days after the due date.

Customer C regularly disputes invoices.

Your forecast should reflect those differences.

A customer payment due next Friday shouldn't automatically appear next Friday if your experience suggests otherwise.

What If Your Business Is Seasonal?

Some SMEs have predictable peaks and troughs.

Examples include:

• Landscaping.
• Tourism.
• Retail.
• Construction.
• Events.
• Heating and air conditioning services.

A 13-week forecast is useful, but you may also benefit from a longer monthly forecast to anticipate seasonal changes beyond the immediate three-month window.

Use both if appropriate.

What If Your Business Has Several Bank Accounts?

You can forecast total available cash across relevant business accounts.

But be careful if some funds are:

Restricted.

Held for a specific purpose.

Not readily accessible.

Held in another currency.

You may need to forecast accounts separately before calculating an overall available cash position.

What If Your Business Has an Overdraft?

An overdraft can provide an agreed funding facility.

But don't confuse:

Cash in the bank

with:

Borrowing available.

You may want to track:

Cash balance

Overdraft utilisation

Remaining agreed facility

separately.

That helps you understand both liquidity and borrowing dependence.

What to Do When Your Forecast Shows a Cash Shortage

Finding a shortage isn't a failure.

It's exactly what the forecast is supposed to help you identify.

The next step is to act.

1. Check the Forecast

Are all dates correct?

Have you double-counted anything?

Are expected receipts realistic?

Have you included all payments?

2. Review Overdue Customer Invoices

Which customers owe money?

What follow-up is appropriate?

Can you resolve disputes or administrative delays?

3. Invoice Work That Is Ready to Bill

Are there completed jobs that haven't been invoiced?

Are milestone invoices due?

Are variations waiting for approval?

4. Review Non-Essential Expenditure

Can any planned spending be postponed without damaging the business?

5. Speak to Suppliers Early

Where necessary, discuss realistic payment arrangements before payments become overdue.

6. Review Stock and Equipment Purchases

Do you need to make every planned purchase immediately?

7. Examine Profitability

Is the shortage caused by timing, or is the underlying business failing to generate enough profit and cash?

8. Consider Appropriate Funding

If the business has a genuine temporary working capital requirement, suitable finance may be worth investigating.

But don't use borrowing to avoid addressing ongoing losses.

If your company may be unable to pay debts as they fall due, seek prompt advice from an appropriately qualified insolvency professional or solicitor.

Don't Automatically Solve Cash Flow Problems by Increasing Sales

More sales can help.

But they can also create more cash pressure.

Imagine a commercial cleaning company wins five new contracts.

Before customers pay, the company may need to fund:

Recruitment.

Wages.

Materials.

Equipment.

Transport.

The additional sales could increase the cash requirement.

Forecast the financial impact of growth before assuming more turnover will solve the problem.

How to Use a 13-Week Forecast to Make Better Decisions

A forecast isn't just for emergencies.

You can use it to evaluate decisions.

Can We Recruit Another Employee?

Add the expected recruitment, salary and employer costs to the forecast.

Can the business comfortably meet them?

Can We Buy New Equipment?

Model the purchase in the relevant week.

Does it create a cash shortage?

Can We Afford a Marketing Campaign?

Include the expenditure and make realistic assumptions about when additional customer payments might arrive.

Can We Take on a Large Contract?

Model the materials, staffing and other costs required before customer payments arrive.

Can We Increase Owner Remuneration?

Review forecast cash, tax commitments, working capital and the appropriate legal and accounting treatment before deciding.

The forecast helps you move from:

“I think we can afford it.”

to:

“Let's see what the numbers tell us.”

Cash Flow Forecasting for Different SME Sectors

Construction and Trades

Forecast:

• Customer deposits.
• Stage payments.
• Materials.
• Subcontractors.
• Payroll.
• Retentions.
• Project variations.
• Equipment costs.

Consider forecasting large projects individually before combining them into the business-wide forecast.

Commercial Cleaning

Forecast:

• Contract receipts.
• Staff wages.
• Cleaning supplies.
• Equipment.
• Travel.
• Customer payment delays.
• New contract mobilisation costs.

Be particularly careful when winning new contracts that require additional labour before the first payment arrives.

Professional Services

Forecast:

• Monthly retainers.
• Project invoices.
• Work in progress.
• Payroll.
• Software.
• Rent.
• Tax.
• Customer payment behaviour.

Retail and Ecommerce

Forecast:

• Customer receipts.
• Inventory purchases.
• Supplier payments.
• Refunds.
• Delivery costs.
• Marketing expenditure.
• Seasonal stock requirements.

Recruitment

Forecast:

• Customer payments.
• Contractor or temporary worker payments.
• Payroll.
• Placement fees.
• Debtor collection.
• Funding requirements.

The basic forecasting method remains the same.

The important cash flow drivers change by industry.

Seven Common Cash Flow Forecasting Mistakes

Mistake 1 – Using Invoice Dates Instead of Payment Dates

An invoice isn't cash.

Forecast when you expect the customer to pay.

Mistake 2 – Being Too Optimistic

Don't assume every customer pays promptly and every new sale happens.

Mistake 3 – Forgetting VAT and Tax

Large periodic tax payments can significantly affect cash balances.

Mistake 4 – Missing Annual Expenses

Insurance renewals, subscriptions and other annual commitments are easy to overlook.

Mistake 5 – Not Including Loan Repayments

Cash leaves the bank even when principal repayments aren't expenses in the profit and loss account.

Mistake 6 – Never Updating the Forecast

An outdated forecast can create false confidence.

Mistake 7 – Ignoring the Warning Signs

A forecast showing a negative cash balance is telling you something.

Don't simply change the assumptions until the problem disappears.

Use the forecast to identify decisions that need making.

The Weekly 20-Minute Cash Flow Review

Set aside time every week.

You might review:

First 5 minutes – Current cash

What is the actual available balance?

Next 5 minutes – Receipts

Which customer payments arrived and which are delayed?

Next 5 minutes – Payments

What must be paid over the next two weeks?

Final 5 minutes – Actions

What needs to happen, who is responsible and by when?

For more complex businesses, the review may take longer.

The important thing is consistency.

Five Questions to Ask Every Week

1. What is our cash balance today?
2. What is the lowest forecast cash balance over the next 13 weeks?
3. Which customer payments are at risk?
4. What large payments are approaching?
5. What action do we need to take now?

These questions help turn forecasting into management action.

A 30-Day Plan to Introduce Cash Flow Forecasting

Week 1 – Gather the Information

Collect bank balances, outstanding invoices, supplier commitments, payroll, tax liabilities and planned expenditure.

Outcome: Reliable starting information.

Week 2 – Build the Spreadsheet

Create the 13-week forecast.

Enter expected cash receipts and payments.

Calculate weekly closing balances.

Outcome: Your first forecast.

Week 3 – Stress-Test the Numbers

Ask:

What happens if our largest customer pays 30 days late?

What happens if sales are 20% lower than expected?

What happens if an unexpected £5,000 expense occurs?

Outcome: Better understanding of financial risks.

Week 4 – Introduce the Weekly Review

Compare forecast with actual results.

Update assumptions.

Agree actions.

Extend the forecast by another week.

Outcome: A repeatable cash flow management routine.

Ten Questions to Test Your Cash Flow Forecast

1. Does it start with an accurate cash balance?
2. Are customer receipts based on realistic payment dates?
3. Have all supplier payments been included?
4. Does it include payroll and employer costs?
5. Are VAT and other tax payments forecast?
6. Are loan repayments included?
7. Are major purchases and one-off costs included?
8. What is the lowest expected cash balance?
9. What happens if a major customer pays late?
10. Who is responsible for updating and reviewing the forecast?

If you can't answer these questions confidently, the forecast may need improvement.

A Cash Flow Forecast Is Only Useful if You Act on It

Creating a spreadsheet isn't the objective.

The objective is making better business decisions.

A forecast might tell you:

Cash will be tight in Week 8.

That's information.

Then you investigate:

Why?

And decide:

What can we do?

And assign:

Who will do it?

And review:

Did it work?

That's management.

Move From Reactive to Proactive Cash Flow Management

Without a forecast, a business owner may spend much of their time reacting.

A supplier asks for payment.

A customer hasn't paid.

The VAT bill arrives.

Payroll is due.

A major expense appears.

Everything becomes urgent.

With a regularly updated forecast, you have a better chance of identifying these pressures earlier.

You may not be able to prevent every problem.

But you can improve your ability to prepare for them.

Financial visibility creates more choices.

Want Better Control of Your Business Cash Flow?

I'm Kim Wheatley, a business coach and mentor helping SME business owners across Essex and the UK.

I work with business owners who want greater control of:

• Cash flow.
• Profitability.
• Pricing.
• Sales.
• Business growth.
• Financial performance.
• Processes.
• Accountability.

A cash flow forecast can be an important part of that process.

But the forecast itself won't solve every problem.

You may also need to examine:

Why customers pay late.

Whether your prices are right.

Whether jobs are profitable.

How spending is controlled.

Whether growth is being funded properly.

How financial decisions are made.

Business coaching can help you identify the commercial and operational improvements required and maintain accountability for implementing them, alongside specialist financial advice where appropriate.

Book Your Free Business Growth Accelerator Meeting

If you're regularly concerned about whether there's enough money in the business, let's look at what's happening.

During a Free Business Growth Accelerator Meeting, we can discuss:

• Your current cash flow challenges.
• How you forecast incoming and outgoing cash.
• Customer payment patterns.
• Pricing and margins.
• Business expenses.
• Working capital.
• Financial controls.
• Growth plans.
• Practical steps to improve cash flow visibility.

The aim is to identify useful changes that could give you more confidence and control over your business finances.

Book Your Free Business Growth Accelerator Meeting Today.

Frequently Asked Questions About 13-Week Cash Flow Forecasting

What is a 13-week cash flow forecast?

A 13-week cash flow forecast estimates the money expected to enter and leave a business over the next 13 weeks, showing the expected opening and closing cash balances for each week.

Why is a 13-week cash flow forecast useful?

It helps businesses identify potential cash shortages, plan upcoming payments, manage working capital and make more informed financial decisions.

How do I create a 13-week cash flow forecast?

Start with your actual cash balance, estimate weekly customer receipts and other inflows, list expected payments, calculate net cash movement and carry each week's closing balance forward as the next week's opening balance.

Can I create a cash flow forecast in Excel?

Yes. Excel or Google Sheets can be used to create a simple 13-week forecast using rows for receipts and payments, columns for weeks and formulas to calculate balances.

How often should I update a 13-week cash flow forecast?

Weekly is a practical starting point for many SMEs. Businesses facing immediate cash pressure may need more frequent updates.

Should I include VAT in my cash flow forecast?

Yes. Forecast actual customer and supplier cash movements, including VAT where applicable, and separately include expected VAT payments or refunds from HMRC without double-counting.

What if my customers don't pay on time?

Use realistic expected receipt dates based on payment history and known circumstances. Update the forecast whenever expected payment dates change.

Should I include sales that haven't been confirmed?

Unconfirmed opportunities should not be treated as guaranteed cash. They can be modelled separately in scenario forecasts using realistic assumptions.

What happens if my forecast shows a negative balance?

Investigate the cause, check assumptions and consider actions such as collecting overdue invoices, reviewing spending, negotiating appropriate payment arrangements or seeking suitable funding or professional advice.

What is a rolling cash flow forecast?

A rolling forecast is updated regularly. After each week finishes, actual results are recorded and a new future week is added so the forecast continues to cover 13 weeks.

What's the difference between a cash flow forecast and a profit forecast?

A cash flow forecast focuses on when money is expected to enter and leave the business. A profit forecast estimates revenue and expenses according to the relevant accounting treatment.

How accurate should a cash flow forecast be?

A forecast is an estimate, not a guarantee. It should use the best available information, distinguish confirmed from uncertain amounts and be reviewed against actual results to improve accuracy.

Should I use accounting software or a spreadsheet?

Either can work. The best option depends on the size and complexity of your business, the information available and how consistently the forecast is maintained.

Can a 13-week forecast help me plan business growth?

Yes. You can model the expected cash effects of new contracts, recruitment, stock, equipment and other investments before making commitments.

Can a business coach help with cash flow forecasting?

A business coach can help you establish management routines, understand the commercial causes of cash flow pressure and maintain accountability for improvements, while your accountant or finance professional can assist with technical financial forecasting and tax matters.