Iter Advisors

Iter Advisors · Anticipating cash needs

Cash flow forecasting

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.

Sébastien Doat

Your finance contact

Sébastien Doat

Founding partner and Fractional CFO

When should you build a cash flow forecast?

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.

  • Cash balances fluctuate sharply between monthly reviews.
  • Collection dates are uncertain while costs have been committed.
  • You need to decide on recruitment, purchasing or financing.

Documents to monitor upcoming obligations

Deliverables are agreed during scoping, according to your priorities and available data.

Rolling forecast

Deliverables
A reconciled opening balance and expected weekly flows.
Decisions it supports
Identify periods of cash pressure.

Assumption register

Deliverables
Payment dates, sensitive payments and explicit uncertainties.
Decisions it supports
See what could change the scenario.

Forecast versus actuals

Deliverables
Variances and their explanations, updated regularly.
Decisions it supports
Decide using the latest information.

A documented engagement : Seasonly

P&L modelling by channel: direct to consumer, retail and marketplaces. Inventory management and structuring of working capital financing. Implementation of a weekly dashboard for management and shareholders.

Identify which channels were actually profitable and fund inventory without undermining cash flow.

Read the case and its scope

A positive closing balance can conceal a shortfall along the way

Fictitious two-week example with €20,000 opening cash
PeriodAssumed receipts and paymentsWeek-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.

Build, reconcile and update the forecast

  1. 1. Reconcile the opening position

    List bank accounts, receivables, payables and known commitments.

  2. 2. Build scenarios

    Schedule flows, document assumptions and test the most sensitive uncertainties.

  3. 3. Update and decide

    Compare with actuals, revise the next weeks and follow agreed actions.

A forecast maintained by the right people

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 engagement

Define the scope before the quote.

The 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 pricing

FAQ : cash flow forecasting

Why a 13-week horizon?

It provides a weekly view of upcoming obligations. A longer cash budget can supplement it when an investment or financing decision requires one.

Which documents should we prepare?

Bank balances, customer and supplier trial balances, loan schedules, recurring costs, known obligations and commercial assumptions. Missing documents are identified.

Which tool should we use?

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.

Which decision or deadline are you preparing for?

Describe your needs, current organization and calendar. We will identify useful work together.

Describe my needs