Office of the CFO
Cash-Flow & Liquidity Advisory
Reliable short-term cash visibility, liquidity scenarios and an operating cadence that turns forecast variance into action.
When this helps
Recognisable situations.
- 01
Cash surprises recur
Management discovers shortfalls after commitments have already been made.
- 02
Growth is absorbing liquidity
Receivables, inventory or mobilisation costs rise faster than earnings.
- 03
A refinancing or covenant test is approaching
Stakeholders need a forecast they can test and monitor.
- 04
The business is under pressure
Time, credibility and sequencing matter more than a long-range plan.
Scope
The service is configured to the facts and decision.
Forecasting
- Direct 13-week cash flow
- Medium-term liquidity bridge
- Receipts and payments assumptions
- Variance discipline
Actions
- Collections and billing
- Discretionary spend controls
- Supplier and payment sequencing
- Minimum-liquidity triggers
Stakeholders
- Board and lender reporting
- Downside scenarios
- Funding requirements
- Contingency actions
Engagement path
Five stages, one accountable thread.
- 01
Define the decision
Clarify the decision, constraints, stakeholders and evidence required.
- 02
Build the fact base
Reconcile the financial, tax, operational and contractual information that drives the issue.
- 03
Develop options
Model viable paths, explicit trade-offs and downside cases.
- 04
Execute the work
Produce the agreed analysis, operating cadence and decision materials with senior ownership.
- 05
Embed and hand over
Document the method, train the responsible team and retain an escalation path where needed.
Typical deliverables
Defined before work begins.
- 13-week cash-flow model
- Weekly variance pack
- Liquidity dashboard
- Action register
- Downside and contingency cases
- Stakeholder reporting template
Questions
Common engagement questions.
Why thirteen weeks?
It is long enough to capture quarterly obligations and short enough to forecast at transaction-level detail.
Is this only for distressed companies?
No. Fast-growing, seasonal and acquisitive businesses often need the same discipline before pressure develops.
Next step
Discuss cash-flow & liquidity advisory.
Share the situation, timing and decision. A senior adviser will respond directly and confidentially.