Business services
Profit does not automatically create cash at the moment bills are due. We help owners understand timing, build a rolling forecast, and focus on the operating decisions that influence collections, inventory, payroll, vendor payments, taxes, and financing needs.
Discuss your needs
Owners and managers who need a clearer view of when cash will arrive, which obligations are approaching, and how operating decisions may affect liquidity. It is especially useful for seasonal, project-based, rapidly growing, highly leveraged, or collection-sensitive businesses and for companies preparing for a major purchase, hiring decision, slowdown, or financing request.
We agree on a practical forecasting horizon—often 13 weeks for near-term control—and establish who updates each assumption. Regular review compares forecast to actual results and turns variances into specific collection, spending, pricing, or financing questions.
A cash forecast is only as reliable as its assumptions and source records. Borrowing, deferring taxes, accelerating collections, or changing vendor terms can carry legal, tax, and relationship consequences that need separate evaluation.
Protect sensitive records. Do not send tax documents, Social Security numbers, bank records, IDs, or other sensitive files through ordinary email. Call the office before transmitting sensitive records.
For a Deerfield Beach or South Florida business, a useful forecast may need to test seasonal demand, hurricane preparation or interruption, insurance deductibles and claim timing, and temporary collection or supply delays—but only when those risks are relevant to the business. Federal tax deposits and Florida obligations such as reemployment tax or sales and use tax should be shown as scheduled cash uses rather than treated as available operating funds. Deferring taxes, changing contract terms, or drawing on credit requires separate tax, legal, or lending analysis.
Profit records revenue and expense under the accounting method; cash depends on timing. Slow collections, inventory purchases, debt principal, equipment, tax payments, owner distributions, and growth can consume cash even when the income statement shows a profit.
A rolling 13-week forecast often provides enough detail for near-term collections and payments, while a monthly annual forecast may better support hiring, capital, and strategy decisions. The scope can use one or both horizons depending on the decisions being made.
He reviews whether cash and balance-sheet accounts are reconciled, how receipts and payments actually flow, which obligations are fixed or discretionary, and whether the timing assumptions agree with invoices, contracts, payroll, debt, tax schedules, and management’s operating plan.
No. The forecast is a decision tool based on stated assumptions. It can identify the timing and estimated size of a potential need, but only a lender decides whether credit is available and on what terms.
Primary sources
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