๐Ÿ’ง Critical

Cash Flow
Projector

Cash flow problems kill profitable businesses every day. Project your next 12 months and find the danger months before they find you.

๐Ÿ’ฐ Starting Position
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$
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๐Ÿ“ค Monthly Expenses
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12-Month Ending Cash Balance
$0
Lowest month: $0 ยท Total profit: $0
Lowest Cash Month
$0
Your tightest month
Month 12 Revenue
$0
End of year run rate
12-Month Total Revenue
$0
Annual projection
12-Month Net Profit
$0
After tax set-aside
๐Ÿ“… Month-by-Month Projection
Month Revenue Expenses Net CF Cash Balance
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Frequently Asked Questions
What is cash flow and why is it different from profit? โ–พ
Profit is revenue minus expenses on paper. Cash flow is the actual money moving in and out of your bank account. A business can be profitable but cash flow negative โ€” for example, if customers pay on net-60 terms but you pay suppliers immediately, you may be profitable but consistently short on cash. This is why profitable businesses go bankrupt: running out of cash. Managing cash flow timing is one of the most critical skills in small business.
How do I improve business cash flow? โ–พ
Key levers: Invoice immediately (don't delay), offer early payment discounts to customers, negotiate longer payment terms with suppliers, use net-30 or net-15 terms rather than net-60, collect deposits upfront for large projects, maintain a revolving line of credit for gaps, time large expenses to follow revenue peaks, and build 3-6 months of expenses as a cash reserve. Also: cut slow-paying clients or require prepayment.
What is a cash flow statement vs income statement? โ–พ
An income statement (P&L) shows revenue, expenses, and profit over a period โ€” it includes non-cash items like depreciation and accruals. A cash flow statement shows actual cash movements and adjusts for non-cash items, timing differences, and capital expenditures. For small businesses, the cash flow statement is often more important operationally โ€” it tells you whether you can make payroll, not just whether you made a profit.