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Finance & FP&A

Cash flow forecasting, financial forecasting and budgeting

Cash flow forecasting and financial forecasting services that give CFOs a reliable view of liquidity, runway and covenant headroom, refreshed from live accounting data.

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Cash dips below the minimum in week 9 unless two large invoices are collected on time13-week cash forecast: the base case falls to 1.3 million dollars in week 9, below the 1.5 million minimum; collecting two large invoices on time keeps cash above it (demo data).Cash drops below the minimum in week 9Closing cash balance, $M, next 13 weeksDemo data$1.0M$2.0M$2.5M$1.5MMinimum cashTwo invoices collected on timeBase case$0.2M below minimumW1W2W3W4W5W6W7W8W9W10W11W12W13Cash dips below the minimum in week 9 unless two invoices are collected on timeMobile view: the 13-week base case falls to $1.3M in week 9, below the $1.5M minimum; collecting two invoices on time keeps cash above it (demo data).Cash drops below theminimum in week 9Closing cash balance, $M, 13 weeksDemo data$1.0M$2.0M$2.5M$1.5MMinimum cash$0.2M below minimumTwo invoices on timeBase caseW1W3W5W7W9W11W13

Cash flow forecasting is one of the most important tools a finance team has. It is also one of the most fragile. Forecasts often live in a spreadsheet that one person maintains. It is rebuilt every week from exports, with formulas nobody else fully understands. When that person is away, or the board asks for a scenario at short notice, the forecast cannot keep up.

We build cash flow forecasting models that connect to your accounting system or ERP, and to bank data through bank feeds or statement files. Receivables, payables, payroll, tax and loan payments flow in on a schedule. Your finance team stops copying numbers between files. It spends that time reviewing assumptions and explaining changes instead.

You get three views. A rolling 13-week cash flow forecast for treasury decisions, such as when to draw on a credit line. A longer financial forecast for planning and budgeting. And scenario views that show how a hiring plan, new payment terms or a delayed contract would change your cash position.

Every model is documented, owned by your team and refreshed on a schedule you control.

What it is

A cash flow forecast tells you when cash runs short, and by how much

In short

A cash flow forecast estimates cash inflows and cash outflows over a set period, and the cash balance at each point. Unlike a profit forecast, it follows when money actually moves. When customers pay. When suppliers are paid. When payroll, rent, tax and loan payments fall due.

  1. A good cash flow forecast answers three practical questions. Do we have enough cash to meet our commitments over the coming weeks and months? When could we run short, and by how much? How much room is there to invest, hire or take on new commitments without breaching a covenant, meaning a condition in a loan agreement, or a minimum cash level?

  2. For a CFO, the forecast is also a communication tool. It supports board reporting, conversations with lenders and investors, and runway discussions, meaning how long current cash will last, during growth or restructuring.

A profitable month can still drain cashHorizontal bridge: operating profit 120k, customers paying late minus 150k, inventory minus 45k, supplier timing plus 30k, loan minus 25k, change in cash minus 70k.A profitable month can still drain cashOne month, from operating profit to change in cash, $ thousands (demo data)Demo dataOperating profit120kCustomers paying in 60 days−150kInventory bought ahead−45kSupplier payment timing+30kLoan repayment−25kChange in cash−70kA profitable month can still drain cashMobile view: Horizontal bridge: operating profit 120k, customers paying late minus 150k, inventory minus 45k, supplier timing plus 30k, loan minus 25k, change in cash minus 70k.A profitable month can still draincashOne month, from operating profit to change in cash, $thousands (demo data)Demo dataOperating profit120kCustomers paying in 60 days−150kInventory bought ahead−45kSupplier payment timing+30kLoan repayment−25kChange in cash−70k
What we offer

Match the cash flow forecasting method to the decision: direct, indirect or rolling 13-week

Different decisions need different cash flow forecasting methods. A treasurer deciding whether to delay a supplier payment needs a weekly view. A CFO planning a new office needs a view of the next two years. One model cannot do both well.

Decide this week's payments with confidence

The direct method forecasts receipts and payments line by line, from customer collections to payroll and tax dates.

  • Horizon: weeks to a few months
  • Built from receivable and payable aging
  • Best for treasury and payment timing

See a decision's cash impact before making it

Scenario planning models compare base, downside and upside cases on explicit drivers like collection days and hiring.

Know which assumptions matter most

Sensitivity tables show which drivers move cash most, so forecasting effort goes where it counts.

So we build the method that matches the decision. Some finance teams need more than one. When they do, we connect the models so that each one reconciles to the others. Leadership then sees one consistent story about cash, whether the question is about next week or next year. A lender, an auditor and a board member all see figures that agree.

Every method below uses the same principle. Inputs come from your systems automatically. Assumptions are written down and easy to change. And forecast versus actual is tracked every cycle, so accuracy is measured every cycle instead of drifting unnoticed. Your team can see which categories are reliable and which need more attention.

What you get

Financial forecasting models you receive are connected, documented and yours

Every engagement produces financial forecasting models your finance team owns and can maintain. Nothing depends on us to keep it running.

The forecast model you receive separates inputs, calculations and outputsChecklist of five deliverables beside a demo forecast workbook with labeled input, calculation and output tabs.Connected forecast modelRolling 13-week viewBudget and forecast linkScenario dashboardModel guide and handoverInputsAR agingAP agingBank balancesPayrollCalculationsReceipt timingPayment timingNet cash flowOutputs13-week cashCash headroomChange vs last weekInputsCalculationsOutputsThe forecast model separates inputs, calculations and outputsMobile view: five deliverables and a demo forecast workbook with input, calculation and output tabs.Connected forecast modelRolling 13-week viewBudget and forecast linkScenario dashboardModel guide and handoverInputsAR agingAP agingBank balancesPayrollCalculationsReceipt timingPayment timingNet cash flowOutputs13-week cashCash headroomChange vs last week

  • Trace every figure to its source

    A connected forecast model links accounting, ERP and bank data, with documented assumptions and a full audit trail.

  • Start each treasury meeting with what changed

    The rolling 13-week view shows balances, minimum cash, covenant headroom and variance against last week.

  • Present one version of the future

    Budget and forecast integration means budget forecasting, reforecasts and cash planning share the same drivers.

  • Brief the board on risk in minutes

    A scenario dashboard shows base, downside and upside cases with the drivers behind each.

  • Remove the single-person risk

    A model guide, update checklist and handover sessions let anyone on the team run the forecast.

We share sample versions built on demo data in the first consultation, so you can see the structure before work starts. Each deliverable answers one question the CFO is regularly asked. Where is cash heading? What changed since last week? Are we on budget? What happens if a key customer pays late? Each answer can be traced back to a transaction or a written assumption. That traceability is what lets the CFO answer a follow-up question on the spot.

Get a cash flow forecast review and see where accuracy can improve

Already have a forecast in Excel or a planning tool? We will review your model, assumptions and data sources. Then we show where accuracy, automation or scenario coverage can improve. It is a working session, not a sales pitch. Book a consultation to arrange your review.

See how we work
Comparison

Cash flow forecasting vs budget forecasting: different questions, shared drivers

Cash flow forecasting, budget forecasting and financial forecasting are related, but each answers a different question. Finance teams need all three. They work best when they share drivers and data, so a change in one shows up in the others.

Three forecasts answer different questions but share the same driversComparison of cash flow, budget and financial forecasts by question, horizon, users and decisions, all linked to one shared driver row.Cash flow forecastBudget forecastFinancial forecastQuestionEnough cash, and when?On track against plan?Where are we heading?Horizon13 weeks to 12 monthsAnnual, monthly reforecastOne to three yearsMain usersCFO, treasury, lendersFP&A, department headsCEO, board, investorsDecisionsPayments, credit linesSpending, hiringFunding, expansionShareddriversSales volume · collection days · payroll · capexThree forecasts answer different questions on shared driversMobile view: cash flow, budget and financial forecasts compared by question, horizon, users and decisions, all on shared drivers.Cash flow forecastQuestionEnough cash, and when?Horizon13 weeks to 12 monthsMain usersCFO, treasury, lendersDecisionsPayments, credit linesBudget forecastQuestionOn track against plan?HorizonAnnual, monthly reforecastMain usersFP&A, department headsDecisionsSpending, hiringFinancial forecastQuestionWhere are we heading?HorizonOne to three yearsMain usersCEO, board, investorsDecisionsFunding, expansionShared driversSales volume · collection days · payroll · capex
Main questionEnough cash, and when?On track against the approved plan?Where is the business heading over one to three years?
BasisTiming of receipts and paymentsRevenue and expense targets, recorded when earned or incurredDrivers across income statement, balance sheet and cash
Horizon and update13 weeks to 12 months, updated weeklyAnnual, reforecast monthly or quarterlyQuarterly to multi-year, updated each planning cycle
Main usersCFO, treasury, controllers and lendersDepartment heads, FP&A and leadershipCFO, CEO, board and investors
Typical decisionsPayment timing, credit lines, covenant managementSpending control, hiring, budget movesStrategy, funding, expansion and valuation
Risk if missingSurprise shortfalls and rushed financingOverspending found too late to fixStrategy set without its financial consequences

The table compares a cash flow forecast, a budget forecast and a broader financial forecast, row by row.

Sample dashboards

Sample dashboards on demo data show the decision behind every number

Until we can publish client results, we show our work on demo data. Each sample below uses a fictional company. It uses the structure we would build for you. Every chart title states its insight, so the decision is clear at a glance. Forecast accuracy is tracked inside the 13-week view, so the team can see by week and category where assumptions need work. We walk through them live in the first consultation.

13-week cash forecast for a fictional distributor

Demo data
Week 13 closing cash$2.0M▼ -$0.4M vs week 1
Lowest balance$1.3M▲ Week 9
Minimum cash policy$1.5M▲ Breached in week 9
Forecast error, 4 wk4.1%▼ -1.3 pts

Cash dips below the minimum in week 9

Forecast closing cash balance by week, next 13 weeks

$1M$1.5M$2M$2.5M$3MW1W3W5W7W9W11W13Closing cashMinimum cash$1.3M in W9: Payroll and tax fall together$1M$1.5M$2M$2.5M$3MW1W4W7W10W13$1.3M in W9: Payroll and tax fall together
Closing cashMinimum cash

So what: Collect the two large invoices on time or draw on the credit line before week 9.

WeekReceiptsPaymentsClosing balance
W7$0.6M$0.9M$1.8M
W8$0.7M$0.9M$1.6M
W9$0.5M$0.8M$1.3M
W10$0.85M$0.6M$1.55M
View 1

Know which week needs action

The 13-week cash position view tracks receipts, payments, closing balance and minimum cash by week, with forecast error tracked each cycle.

View 2

Free up cash from working capital

The working capital view tracks days to collect, days to pay and inventory days, and the cash effect of each.

View 3

Choose a plan with eyes open

The scenario view tracks base, downside and upside cash curves with runway and covenant headroom for each.

How we work

Five steps move cash flow forecasting from spreadsheet to connected model

Our process moves your forecast from spreadsheets to a connected, documented model in five clear stages. Your finance team stays involved throughout, with a short review and sign-off at the end of each stage. That matters because the model must reflect how your business actually collects and pays. We start with advice: if your current forecast only needs better assumptions or training, we say so before proposing a new model.

From spreadsheet to connected forecast in five steps

Select a stage, use Next or the arrow keys

Agree the decisions. Agree what the forecast must decide. We review your current forecast, accounts, banks and payment terms, and interview the CFO and controller.

Step 1 of 5

We do not switch off your current forecast on day one. Instead, the new model runs alongside it for several cycles. Each week we compare both forecasts against what actually happened in the bank. Your team watches the new model earn its place before the old spreadsheet is retired. By the time we hand over, the people running the forecast already trust it, and they know how to explain it.

Support after handover is optional. Your team can take it in-house straight away, or keep us on through advisory or a monthly analytics service, so someone is always accountable for keeping the model accurate as the business changes.

QuickBooksNetSuite
Challenges we solve

Spreadsheet cash forecasts break just when the board needs them most

Spreadsheets are where most cash flow forecasting starts. For a small business with a few bank accounts, they can work well. But as the business grows, the same weaknesses tend to appear, and cash shortages are spotted late.

They usually surface at the worst moment. During a funding round. Before a covenant test. Or when collections suddenly drop and the board wants to know what it means for the next quarter. At that point, the team discovers that the forecast takes days to update and nobody can run a downside case by tomorrow.

A downside case takes a day in a spreadsheet, an hour when connectedPaired bars for three tasks: weekly update 6 hours versus 0.5, downside case 24 versus 1, reconciliation 8 versus 1.A downside case takes a day in a spreadsheet, an hour whenconnectedHours per task, spreadsheet versus connected model (demo data)Demo dataSpreadsheetConnected modelUpdate the weekly forecast6 h0.5 hBuild a downside case24 h1 hReconcile cash to budget8 h1 hA downside case takes a day in a spreadsheet, an hour when connectedMobile view: Paired bars for three tasks: weekly update 6 hours versus 0.5, downside case 24 versus 1, reconciliation 8 versus 1.A downside case takes a day in aspreadsheet, an hour when connectedHours per task, spreadsheet versus connected model(demo data)Demo dataSpreadsheetConnected modelUpdate the weekly forecast6 h0.5 hBuild a downside case24 h1 hReconcile cash to budget8 h1 h
  1. 1

    Free the team from copy and paste

    Weekly exports introduce errors and leave little time to review assumptions or explain variances.

  2. 2

    Stop depending on one person

    When only one analyst understands the formulas, the forecast is late or skipped when they are away.

  3. 3

    Reconcile cash and budget in one place

    Separate assumptions mean finance presents two futures and cannot quickly say which is right.

  4. 4

    Test decisions before making them

    A downside case that takes days to build means hiring and spending decisions go ahead unchecked.

None of this is a skills problem. Finance teams are usually very good at Excel. These are structural limits of a manual process that has outgrown the business. The four failure points below explain why a connected model is worth the move, even for teams that are comfortable with their spreadsheets.

Frequently asked questions

Cash flow forecasting: questions CFOs ask before they commit

Accuracy depends on data quality, the forecast horizon and how regular your receipts are. A short-term forecast built on the direct method is usually more accurate than a long-range one. We track forecast against actual every cycle and refine the assumptions, so accuracy can be measured and improved each cycle.

A focused 13-week forecast connected to one accounting system typically takes 4 to 6 weeks. Multi-entity models with scenarios, budget links and board dashboards typically take 8 to 12 weeks (typical, depends on scope). We confirm the scope, phases and timeline in writing after the discovery call.

No. We build the model, connect the data and train your team to run it. Our financial forecasting services remove manual work and add structure. Your FP&A team can then focus on analysis and advice instead of data preparation, and keeps full ownership of the model.

Book a cash flow forecasting consultation and leave with a method and scope

Tell us about your current forecast, your systems and the decisions you need to support. We will outline the right forecasting method, the data connections required, a realistic scope and the engagement model that fits your team. Book a consultation to get started with a clear, written plan.

See how we work
Platforms we use

We connect the accounting and ERP systems you already use

A cash flow forecast is only as good as the data behind it. So we connect to the systems you already run, rather than asking you to change them. We are platform-neutral, and we sell no software, so the choice is always about what fits your stack, your team and your budget.

Forecast from live QuickBooks dataInvoices, bills, payments and bank transactions flow in daily, and receivable and payable aging drives the direct forecast automatically.Consolidate entities and currencies in NetSuiteNetSuite OneWorld subsidiaries and intercompany balances are forecast by entity and combined, with currency effects shown separately.
Include committed orders from Odoo and ZohoSales orders and purchase commitments add confirmed future receipts and payments to booked transactions, useful for milestone-based projects.
Reuse your planning spreadsheets safelyExcel and Google Sheets inputs enter through validated templates, so manual adjustments are captured and traceable.
Share one cash view through Power BIScheduled refreshes, row-level security by entity and drill-down from weekly totals to individual transactions.
Separate contracted cash from hoped-for cashHubSpot or Salesforce pipeline enters as a labeled input, so leadership sees what is signed and what is still at risk.

The most common sources are listed below. If your stack differs, we check the available data and connection options during discovery. Then we recommend the simplest reliable route into the forecast. We also flag any data quality problems that would weaken it, such as missing due dates or unapplied payments, and fix them at the source.

Some inputs will always live in spreadsheets, such as one-off capital projects or management adjustments. We bring these in through controlled input templates with built-in checks. Every change is captured and visible in the audit trail.

Automation tools handle the routine steps. Zapier, Make or n8n can load bank files, remind owners about overdue invoices and send the weekly forecast pack to stakeholders. These small steps are what usually make a weekly forecast slip to monthly. Automating them keeps the rhythm steady, and the finance team keeps its focus on judgment. A forecast that arrives on time every week is a forecast leadership will actually use.

Related resources

Cash flow forecasting works best alongside your other financial analytics

Cash flow forecasting shares its data foundation with the rest of your financial analytics. The work done to connect accounting and ERP data for the forecast also supports reporting, dashboards and margin analysis. That means each later project starts faster and costs less effort.

Guides 1

Solutions 4

Industries 2

Our guides and templates are a useful starting point if you are building your first forecast internally. Industry pages cover forecasting for financial services and real estate, where funding cycles and project timing drive cash. Each related service below reuses the same connected data, so nothing is built twice.