Cash Flow, Forecasting & Board Reporting
that actually helps you decide.
For most growing businesses, the monthly finance process ends with a set of accounts. Numbers are produced. Everyone nods. And then nothing changes.
The accounts told you what happened. But nobody told you what it means or what to do next. That's the gap.
This is where a lot of the work I do sits: turning financial information into financial clarity. Building forecasts that are used, not filed. Creating board reporting that changes how leadership teams make decisions.
Cash Flow and Forecasting
Cash flow problems rarely come out of nowhere. They come from not seeing what's coming with enough time to act.
I build rolling cash flow forecasts that give you visibility of your position two to four weeks out and further, when the business needs it. I help you understand the working capital levers in your business: how your debtor days, creditor terms and stock management are affecting your cash position. And I build the habits that mean cash surprises become genuinely rare.
For businesses facing a particular pressure, a large project, a period of rapid growth, a refinancing, I put in place short-term cash management that keeps the business in control throughout.
Board Reporting and Management Accounts
A good board pack isn't a data dump. It's a decision-making tool.
Most management accounts I inherit are accurate but not useful. They tell leadership what happened. They don't help anyone decide what to do about it.
I redesign reporting so it answers the questions that actually matter: what's the financial position, why is it like this, what does it mean for the business and what should the leadership team do next? That's a very different document from a standard management accounts pack.
The result is leadership teams that spend their meeting time making decisions rather than arguing about which version of the numbers is right.
Who this is for
This work is most valuable for businesses where:
Cash flow is a regular source of anxiety rather than a tool you actively manage.
Leadership meetings get stuck on the numbers rather than moving through them.
You know your reporting could be better but aren't sure what better looks like.
You're approaching a stage, growth, funding or sale, where financial visibility really matters.
If you'd like to talk through what this would look like in your business, get in touch.