13-week cash flow forecast
Weekly receipts and payments, opening and closing cash, payroll, tax, debt service, major commitments and the timing of any funding gap.
Cash visibility before the decision
Cash flow forecasting services in Vancouver.
See when cash will tighten, what is driving the change and which operating or financing decision should be made before the pressure becomes urgent.
What the work providesA practical forecast connecting expected receipts, payroll, suppliers, taxes, debt, capital spending and financing to the dates cash will actually move—not only to the month profit is reported.
Two connected horizons
Control the next 13 weeks and understand the longer-term plan.
The right model depends on the decision. A short-term cash forecast provides weekly control; integrated projections show how growth, financing and working capital affect the coming year and beyond.
Integrated financial projections
Revenue, margin, operating expenses, balance sheet, working capital, cash flow and debt connected through transparent business drivers.
Base and downside scenarios
Test slower collections, lower sales, margin pressure, delayed projects, higher costs or changes in financing before management commits.
A decision tool
The forecast should explain the cash movement.
- Reconcile opening cash to current bank and financing balances.
- Separate contracted, expected and uncertain receipts.
- Reflect customer terms, supplier timing, payroll and remittance dates.
- Identify the lowest cash point and the assumptions causing it.
- Compare forecast with actual results and update the remaining weeks.
- Assign actions for collections, spending, financing and owner decisions.
Not another disconnected spreadsheet
The forecast should use the same assumptions as the operating plan and financing request. When the business changes, management should be able to update the driver once and understand the cash consequence.
See why profit and cash differCommon situations
Use a forecast before cash becomes the constraint.
Financing and refinancing
Connect the request, purpose, sources and uses, repayment schedule, DSCR and downside case in a credible lender story.
Prepare financial projections for a business loanGrowth and working capital
Estimate how receivables, inventory, deposits, hiring and supplier terms change the cash required to support additional sales.
Construction and development
Coordinate company cash with project budgets, commitments, progress billings, lender draws, equity contributions and forecast-to-complete.
Explore development finance supportAcquisition planning
Model purchase funding, fees, working-capital requirements, debt service and the first 100 days of cash after closing.
Explore the buying-a-business clusterOwner distributions and tax
Test the timing of compensation, tax payments and distributions against operating liquidity and upcoming commitments.
Explore tax-aware owner decisionsRecurring CFO cadence
Use forecast-versus-actual review, KPIs and management decisions as part of ongoing fractional or part-time CFO support.
Explore fractional CFO VancouverCash flow forecasting questions
What is included in a 13-week cash flow forecast?
A 13-week forecast normally maps opening cash, customer receipts, payroll, supplier payments, taxes, debt service, capital spending, owner transactions and financing activity by week. The categories and detail should match the business and the decision.
When does a business need cash flow forecasting services?
Cash forecasting is especially useful before financing, expansion, hiring, equipment purchases, acquisitions, distributions or periods of seasonal or unexpected cash pressure.
Is a cash flow forecast the same as a budget?
No. A budget usually sets revenue and expense expectations. A cash flow forecast focuses on when money is actually received and paid, including working capital, debt, tax, capital spending and financing movements.
Can a cash flow forecast support a business loan application?
Yes. A lender-ready forecast can connect the operating plan, working capital, debt service, DSCR, sources and uses and downside cases. The lender determines its final requirements and whether financing is approved.
Start with the decision
Build the smallest forecast that can responsibly answer it.
HS can build a focused 13-week view, review and repair an existing model, or connect short-term cash control to integrated projections and an ongoing management cadence.
Need clearer cash visibility?
Begin with the decision, the current financial information and the date management needs an answer.
Discuss the Forecast