Rolling forecast
- Deliverables
- A reconciled opening balance and expected weekly flows.
- Decisions it supports
- Identify periods of cash pressure.
Iter Advisors · Anticipating cash needs
See upcoming obligations before they become urgent.
A bank balance does not show what remains after the next payments. A rolling forecast connects expected receipts and payments to prepare decisions with your team.
An initial conversation to understand your situation and next steps.
A cash flow forecast tracks the dates and amounts of receipts and payments. It differs from a profit and loss statement: a sale can be recognized before payment. A 13-week horizon provides an operational view, supplemented by longer scenarios where necessary.
Deliverables are agreed during scoping, according to your priorities and available data.
Identify which channels were actually profitable and fund inventory without undermining cash flow.
Read the case and its scope| Period | Assumed receipts and payments | Week-end balance |
|---|---|---|
| Week 1 | €20,000 received − €45,000 paid = −€25,000 | −€5,000 |
| Week 2 | €50,000 received − €30,000 paid = +€20,000 | €15,000 |
All amounts are fictitious. The second week ends positive, but the first reveals a €5,000 requirement if the assumptions occur. Identifying a shortfall guarantees neither an authorized overdraft nor financing: assess options and terms before the deadline.
List bank accounts, receivables, payables and known commitments.
Schedule flows, document assumptions and test the most sensitive uncertainties.
Compare with actuals, revise the next weeks and follow agreed actions.
Sales, purchasing and operations contribute expected dates. The CFO consolidates, checks consistency and prepares decisions. Update frequency depends on the situation.
Obtaining financing, negotiating with third parties and authorizing payments are separate actions. Options are compared with their costs and constraints.
How this fits within a Fractional CFO engagementThe proposal depends on the number of entities and banks, the quality of payment schedules and monitoring frequency. Forecasting can be a dedicated engagement or a deliverable within recurring CFO support.
View CFO pricingIt provides a weekly view of upcoming obligations. A longer cash budget can supplement it when an investment or financing decision requires one.
Bank balances, customer and supplier trial balances, loan schedules, recurring costs, known obligations and commercial assumptions. Missing documents are identified.
A structured spreadsheet may be sufficient for some needs. A dedicated tool is justified by sources, frequency, controls and the people responsible for updating it.
Written by Benjamin Ziza · updated on
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