“We knew invoices were late, but the 13-week map showed three specific weeks where payroll and a machine deposit would collide. The sessions were dense—sometimes more detail than I wanted in the moment—but the 90-day list was usable by our office manager the same week.”
Client stories
What owners notice after the forecast is on the table
These notes come from completed advisory work. They mention specific services and outcomes rather than generic praise.
“Monthly briefings replaced the scramble of asking our bookkeeper for ad-hoc balances. I finally see which clinic branch is carrying the group and which one is draining float.”
“The checkup flagged that our supplier terms had quietly shortened while customer terms stayed the same. We renegotiated two vendor lines and pushed one large account onto deposits.”
“Before we committed to a second production line, the planning review forced us to price the cash lag properly. We delayed six months and used the pause to clear a receivables backlog.”
“I came in expecting a polished slide deck. What I got was a spreadsheet we still open every Monday and a blunt note about one client who should never have been offered net-60.”
Extended note
Packaging supplier · Cash-Flow Advisory Engagement
A regional packaging firm approached us after two near-misses on payroll weeks. Sales were solid, yet machine deposits and slow supermarket receivables kept overlapping. Across six weeks we rebuilt their 13-week view, separated overdue invoices from expected receipts, and set early-warning thresholds at four weeks of cover.
The owners still hold a Monday review with their office manager. They later told us the densest sessions were the most useful—even when the detail felt heavy mid-engagement—because the final action list named who would chase which accounts.