How to inject nearly $38,000 into your bank account… without borrowing.

- Cash Flow Management and Forecasting

Believe it or not, you could inject nearly $38,000* into your bank account without borrowing money from the bank. With just a 1% change in four of your business numbers and a 1 day change in three others, it is possible. Read on to find out how you can do it on your business and improve your profit.

For illustration purposes, we’ve used the example of a business with:

Sales $1,000,000
Cost of sales $600,000
Overheads $400,000
Average outstanding customer payment days 55
Average outstanding supplier payment days 37
Average ‘Work in Progress’ days 43

The number of outstanding customer and supplier payment days is the number of days on average that all customers are taking to pay, despite the agreed terms. This is not unusual when customer payment management is disorganised. The average ‘Work in Progress’ days is the number of days on average that all jobs are in progress prior to being invoiced. As you can see this business is just breaking even (a typical scenario for many small businesses).

In this example, if we can change each of the above numbers by just 1% or 1 day, we can create the following improvements to both cash flow and profit. Plus, we’re going to add a modest 1% price increase.

Cash flow Profit
Sales improvement = 1% $10,524 $10,524
Cost of sales reduction = 1% $6,000 $6,000
Overheads reduction = 1% $4,210 $4,210
Price increase = 1% $10,524 $10,524
Customer payment days reduction = 1 day $2,883 $144
Supplier payment days increase = 1 day $1,730 $86
Work in Progress improvement = 1 day $1,730 $86
Total $37,601 $31,573

The figures above don’t work out exactly to 1% because there is interest being paid on a business loan. However, you can see how a very small change in each of these numbers can collectively have an extremely positive impact on the business bank account, as well as profit.

Imagine if the sales were multiplied by 10!

As a business owner with a loan under stress or having difficulty getting a loan, this is a great solution. You could be debt free!

The question then is, how do you achieve these changes? They may not all be achievable in every business, however some may be able to be tweaked more than others. For example, you may not be able to achieve the 1% price increase, but you can do more than 1% in costs and/or overheads. A 1-day reduction in customer/supplier payment and ‘Work in Progress’ days is very modest and in many cases easy to fix.

If you’d like us to calculate the impact that could be achieved in your business, give us a call on 1300 362 436 and find a CFO to work it out for you.

*Based on example of $1 million turnover business with typical business numbers

7 Steps to Stop Cash Flow Chaos Forever!!

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There are 7 simple steps to getting control of your business cash flow.

If you’re sick of using ‘band aid’ solutions to handling cash flow issues – like borrowing money and putting your own ‘hard earned’ into it… the good news is there’s a simple solution.

 

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Create Your Best Year in Business

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Why is the end of the year always so stressful? It’s the same reason the end of every quarter is stressful – it’s human nature to treat the end of the month, end of quarter, end of year as a sprint to the finish line.

In this free eBook, we share our secrets for achieving a smooth and successful end of year, so that your business will be in a position to achieve your exciting plans and goals for the new year.

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Eight pointers to more successful Tenders and Quotes

- Latest News

If you rely on winning tenders or quotes for your business, this information shared by our CFOs (Chief Financial Officers), who have helped their clients win some very large jobs, could be extremely valuable.

 

  1. Time Investment

Responding to tenders requires more effort than you may imagine.  The information required can be time consuming and needs to be presented in specific ways.  Start early and aim to finish a week ahead of the deadline. If possible investigate previous winners and their bids to check if it’s an appropriate tender for you.

  1. Requirements of the Customer

The key requirement is your ability to do the job, to do it well and within budget.  Government and large business requirements often include compliance with; OH&S, Industrial Relations, Taxes due, Quality Assurance, Environmental, Legal, Unions, to name just a few.  

  1. Tender Process

‘Open tenders’, where you are running with ‘all comers’ are the least desirable, as most bidders try to compete on price.  If you can get a prospect to issue a ‘Closed tender’ you have a better chance of competing on merit.  

  1. Government, Large and Small Business

Government and large business may allow you to check who won previous tenders.  It’s worthwhile to speak with the relevant officer to learn what were the key points that got the winner over the line and what were seen as the strong and weak points of their bid.  You may not get all the answers, but it’s worth being patient and following through.

  1. The Financial Side

Costing and pricing is a key area in tenders and it must be correct and commercially attractive.  A prevalent problem is getting simple mathematics wrong.

  1. When you’ve won the job

After you’ve won a tender it’s vital to keep track of all activity and costs on the job to ensure things go to plan and the costs come in as expected.  This is an often overlooked aspect of job management.  There are some terrific systems available to assist with this that can add much more onto your bottom line than they cost.

  1. Invoicing

If you’ve quoted on a progressive payment method, that’s fantastic!  Ensure someone is given the task of checking progress payment dates are followed up.  In fact it’s even better to call clients up just prior to the payment due date, to check all will be OK with payment.  

  1. In a Nutshell;
  • Don’t waste time tendering for jobs you are not likely to win.
  • Understand your customers’ requirements really well.
  • Understand the tender process and use it to your advantage.
  • Don’t use a ‘cookie cutter’ solution for different organisations – appeal to how they operate.
  • Spend time and money getting the financials right – it’s an investment – not a cost.
  • Have good systems for job tracking to ensure profit and learn from mistakes.
  • Have good systems for invoice handling to ensure you get paid ASAP

 

For more detail on these points check out our eBook ‘Eight Pointers to More Successful Tenders and Quotes’ 

 

10 Top Tips For Working With A Virtual CFO

- Business Growth

We’ve come up with 10 tips to ensure you get maximum value here:

  1. Sit down with your Virtual CFO and have a high level conversation about what you want to achieve in your business in terms of business growth, improved profit, cash flow and business value.  Once you’ve got a high level goal you want to achieve, your Virtual CFO will help you to break it down into an achievable strategy, plans for implementation and measurable targets.  At the end of the day it’s all about the ‘value proposition’ – you must receive more value than the cost of their services.
  • Targets need to be broken down into manageable stages/projects e.g. 
  • Pricing Analysis and sensitivity to achieve best profit
  • Sales Revenue growth capacity and funding requirements
  • Costing analysis for gross margin improvement
  • Overheads analysis for net profit improvement
  • Accounts Receivable overhaul for quicker customer payments and better cash flow
  • Accounts Payable review for better pricing and terms from suppliers and better cash flow
  • Stock and Job management review to speed up invoicing and cash flow improvement
  • Profit and Loss Budget and Cash Flow Forecasting including all the above points

2. Your Virtual CFO will have ‘hands on’ involvement in projects – they won’t just say “you need to do this and I’ll see you next month to review”.  They will take the responsibility off your shoulders, leaving you free to focus on making more money.

3. Your Virtual CFO will keep a close eye (preferably via cloud based systems) on progress and report to you each week, fortnight and/or month with explanation and discussion on progress towards targets.  If targets are not being met, your Virtual CFO will investigate the reason and help to resolve any issues.

4. Your Virtual CFO will act as a ‘sounding board’ for you to discuss your short and long term goals and ‘ad hoc’ opportunities that arise, feasibility of taking them on and details to ensure they provide a good return on investment with your resources.

5. Your Virtual CFO will participate in discussion and meetings with potential lenders/investors for business growth funding.  They will help you put the very best ‘business case’ forward to ensure you get the right funding to suit your business needs.

6. Your Virtual CFO will guide you through the process of reporting to lenders/investors, participate in board meetings, prepare and present financial reports and answer questions from stakeholders.

7. Your Virtual CFO will constantly present to you ideas for business improvement – not just financially related, but anything that helps your business to grow and improve.  They will refer you to others who can assist in such areas as Marketing, Sales, HR, Operations, Customer Service etc.  

8. If your Virtual CFO is part of a group you will receive a much wider range of ideas and advice, because they aren’t operating as a ‘one person band’ who struggles to find time to keep up to date with innovation.

9. Your Virtual CFO will stick with you through all stages of the business journey i.e. from stabilising your current situation, to growth, right through to business exit/sale when you’re at that stage.

10. Your Virtual CFO will ideally quote you a fixed fee for their involvement in project implementation.  Such fees will be far outweighed by the improvements gained from their involvement.

 

If you’d like to learn even more about working with a Virtual CFO download a FREE eBook ‘How to Hire a Top Level Virtual CFO at Zero Cost!’

 

How to hire a top-level VIRTUAL CFO and Zero cost

What information should you be getting as a business manager?

- Business Growth

Error free financial information is vital to running any size of business.  Larger businesses have the luxury of teams of accounting staff to steer them in the right direction.  Smaller businesses have to rely on themselves and advice from accountants and consultants.  

 

Advice from government organizations will focus on statutory requirements e.g. tax and compliance.  A common question we hear from small business owners is “What information should I be getting about my business?”

 

Here is a general list of what most businesses should be getting as a minimum.

  1. Profit and Loss Statement
    • Current Month and Year To Date – with comparison to last year and budget.  Particular attention needs to be given to the gross profit figure i.e. sales less direct costs, as this is a vital number impacting net profit i.e. after overheads are deducted.  To achieve this Cost of Goods (direct costs e.g. service labour, products for sale etc.) need to be separated from Overheads (indirect costs e.g. rent, admin wages etc.) in your ‘Chart of Accounts’.
    • Current Month and Year to Date – with percentage of sales column for each.
    • Divisions or branches – if a business operates multiple divisions, branches or sells various types of products/services, it’s vital to know which of them are profitable.  Your ‘Chart of Accounts’ needs to be set-up to achieve this or you may need to use separate software from your general accounting system.
    • Sales Analysis – i.e. who is buying what, so that you can use the information to improve future sales.
  1. Balance Sheet
    • Year to Date with comparison to last year.  Balances for Receivables, Payables, Stock, Work in Progress etc. should be reconciled to separate reports/ledgers to ensure they match and investigate if not.  Also items such as PAYG and GST should be reconciled monthly to ensure figures are accurate and transactions being handled correctly.
  1. Accounts Receivable Balances (also referred to as Debtors List) – shows what customers owe you and for how long.  You want to minimize those outside agreed trading terms.
  2. Accounts Payable Balances (also referred to as Creditors List) – shows what you owe to suppliers and for how long.  You want to maximize time taken to pay without damaging supplier relationships i.e. negotiate longest terms possible.
  3. Stock/Inventory Report – showing stock on hand at end of each month.  Also report on slow moving or obsolete stock, so you can decide what to do with it.
  4. Work in Progress – showing how much work is in progress, but not yet invoiced to customers.  Objective being to minimize WIP and get jobs invoiced ASAP to speed up cash flow.
  5. Job Management Reports
      • Job profitability
      • Comparison of budget/quote versus actual results
      • Labour productivity report – showing what percentage of time was billable.  Objective being to maximize billable time to increase sales and profit.
  1. GST Report showing either accrual or cash basis – depending on which one your business reports.  The amount due or refund should be factored into your cash flow forecast mentioned below.

 

The above are fairly general minimum reporting.  Here are some more that will give you greater insight into your financial results and how you can impact them.

 

  1. KPIs (Key Performance Indicators) – around five or six numbers you need to know are trending right to produce your desired results i.e. profitability.  Examples of monthly KPIs might be:
      1. Number of customer enquiries
      2. Number of quotes produced
      3. Sales conversion rate
      4. Number of items produced
      5. Number of billable hours worked
  2. Cash Flow Forecast – showing what will be your monthly cash balance for the future (say three, six or twelve months – depending on how tight cash is).
  3. Staff leave entitlements to ensure you don’t get hit with a big surprise to be paid out when you can least afford it.
  4. Pension/Superannuation report to ensure payments are up to date, as business owners can be held personally liable for non-payment.
  5. Break-even analysis – helps you to know what sales you need to achieve and set targets accordingly.
  6. Sensitivity Analysis – ‘What If Scenarios’ – showing ‘What would be the impact on profit and cashflow if sales increased or decreased by a given percentage’.  Remembering that increased sales can cause cash flow squeeze too.
  7. Rolling Forecast – if you’ve set a budget this allows you to see the Year To Date results plus the budget for the balance of the year and what will be your results for the whole year if the budget is achieved.
  8. Ratio Analysis – Ratios are a useful way of measuring the relationship between two numbers. 

 

Example = Current Ratio calculated as follows:

Current Assets (e.g. Bank, Accounts Receivable, Stock) divided by Current Liabilities (e.g. Overdraft, Accounts Payable).

1,000,000 divided by $10,000,000 is .1

The Current Ratio for this business is .1

The easiest way to explain ratios is as follows:

 

For every dollar of bottom we have $x of top.

This means for every dollar of current liabilities we have 10 cents of current assets to pay for it.  When you consider that Banks look for a Current Ratio of at least 2, a business with a Current Ratio of .1 would really struggle to get funding.

 

For more detail on these reports download our eBook ‘What a Business Needs to Get Going and Grow’

 

“When they pay me… I can pay you…”

- Cash Flow Management and Forecasting

This is a common response when chasing up slow paying customers!

Inadvertently people who say this are explaining what causes a cash flow gap in many businesses.

In the diagram below you can see this business is taking on average around 40 days to pay its suppliers (the red line).  Unfortunately the time it’s taking to collect from its customers is quite a bit longer than that (the green line)! 

The result?  Cash flow squeeze!  The question is where do they find the money to fund the gap?

 

 

The gap can be narrowed by negotiating longer payment terms with suppliers and getting paid quicker by customers.

 

For ways to speed up payments from customers download a FREE eBook ‘How to Get Your Customers to Pay on Time’.

 

How to Get Your Customers to Pay on Time

- Complimentary E-Books

“When they pay me… I can pay you…”

This is a common response when chasing up slow paying customers!

Inadvertently people who say this are explaining what causes a cash flow gap in many businesses.

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Is your business ready to move to cloud ERP software?

- Latest News

Is your business ready to move to cloud ERP software?

If your business has experienced moderate to extensive growth, it is quite likely your business has outgrown the traditional off-the-shelf accounting software, you may still be using. 

 

When first starting out, business decisions are often based on cost, which makes accounting software a fitting solution. Accounting software provides basic accounting functionality which is generally suitable for sole traders or small businesses. Because of its reduced functionality and features, simple accounting packages are easy to use and are offered at an affordable, appealing price. The downside? A successful small business will outgrow basic accounting software very quickly.

 

As a result of using software no longer fit for purpose, we often see businesses slowed down by clunky manual, inefficient processes that don’t integrate and ultimately lead to the following outcomes:

  • Double (sometimes triple) entry into separate applications
  • Reliance on error prone spreadsheets
  • Guesstimates instead of forecasts
  • Inability to make quick business decisions
  • Inefficient processes
  • Unreliable data
  • Unhappy staff

 

As a business grows in size and complexity, small accounting software, no longer supports operations to a satisfactory level. Accounting software lacks the complexity to manage larger business processes and requirements. This results in growing businesses having to rely on manual processes and spreadsheets outside of its accounting package. Consequently, many mid-sized businesses come to a stage where processes are complex, challenging to manage and will start to consider the transition to a more sophisticated and better equipped cloud Enterprise Resource Planning (ERP) solution.  

 

Cloud ERPs are an entire business management solution designed for businesses who have outgrown their unscalable accounting solution. If your business is looking to scale or you’re undergoing rapid growth, the move to an ERP may be essential to your ongoing profitability.

 

A business can survive running on a basic “out of the box” accounting solution but it is not an efficient way to run your business for the long term, and certainly not the answer if your business not only wants to survive but thrive!

 

While most small and medium-sized enterprises want to increase their revenues, the reality is, fast growth can put a company under tremendous stress. This is particularly the case if the company keeps doing things the same way, maintaining systems and processes that are no longer fit for purpose. Managing information across multiple platforms becomes costly, time-consuming, and prone to mismanagement. Your resources become strained, employees become dissatisfied, communication silos form, and it becomes virtually impossible to gain an accurate real-time insight into business performance.

 

When questioning if it’s the right time to move to an ERP ask yourself:

  • Is my current solution scalable to meet future demand?
  • Is there a lack of integration between systems in my business?
  • Are non-centralizes process and communication silos causing difficulties finding reliable information?
  • Are we drowning in spreadsheets?
  • Are we too reliant on manual operations that are time consuming and complex?
  • Do we have limited access to data resulting in inadequate insights?

If you can answer yes to a majority of the above questions, it certainly might be time to invest in a cloud ERP solution before your systems and processes reach breaking point. To scale a business effectively, you need software that will support your growth. In essence, it’s the right time for an ERP when you decide you want to be a bigger, more profitable business, and are ready to invest in taking your business to the next level.

 

 

If you think it’s time to invest in a cloud ERP solution for the future, get in contact today for a free no-obligation chat. 

It’s a shame for your business not to have enough cash when these businesses do it so easily!

- Business Growth

It’s a shame for your business not to have enough cash when these businesses do it so easily!

Successful business owners don’t have sleepless nights worrying about cash flow, because they manage it proactively… so it never becomes an issue.

 

Here’s how they do it:

 

Budget

A budget is the best place to start managing cash flow.  If you feel uncertain about how you’ll make the sales, don’t worry, you can start with what you do know, which is your expenses.  

Note down all of your expenses for each month.  If you know your gross margin on products/services i.e. the percentage of gross profit from sales after deducting direct costs, such as the cost of a product or the cost of labour and materials on a job, you can set a target for sales to ensure you break-even.  

Obviously break-even isn’t the objective of many businesses, but it’s a great place to start planning your sales targets to make profits.

 

Cash Flow Forecast

The budget above is a great start in planning profits, but it’s missing a few items needed for predicting cash flow.  The first item is timing.  In a budget you allow for sales, costs and overheads that match in the month the sale is made.  

In the real world it doesn’t happen like that i.e. you may have to pay for costs before the sale is made and you may have to wait a while to get paid by your customer.  Your cash flow forecast needs to allow for this.

Other items missing from the Budget are things like capital expenditure e.g. equipment, motor vehicles etc, and tax obligations.   We often see equipment paid for in cash when times are good then, six months down the track cash gets tight and that cash is needed.  

It pays to consider this before rushing out to an End of Financial Year Sale and creating cash flow problems down the track.  Tax obligations need to be factored into the Cash Flow Forecast, as they can easily get out of hand if now allowed for.

 

Working Capital

This is the money you need to keep ‘oiling the wheels’ of the business.  If customers don’t pay immediately and you need to pay for costs and overheads before you get paid by customers, you need to allow funds to cover this situation.  

Your Cash Flow Forecast will tell you how much working capital you need.  You will see where the ‘peaks and troughs’ are likely to be in your bank balance, and you can make plans to cover them.  You may need to borrow funds and be able to demonstrate you can repay the loan.  If you can’t convince a lender you can repay the loan, you may need to inject your own cash into the business or perhaps seek equity investment i.e. people or institutions who own part of the business in return for cash injection.

 

Understanding What Impacts Cash Flow

Some of the key drivers of cash flow are Revenue, Price, Cost of Goods, Overheads, Accounts Receivable Days, Accounts Payable Days, Inventory Days, Work in Progress Days, Capital Expenditure, Interest and Tax.  You need to understand how these drivers impact cash flow. 

 

 Managing Cash Flow

Once you have a clear picture of your future cash position and you understand what impacts it and by how much, you are in an ideal position to manage the situation.  

If Accounts Receivable Days are climbing, you need to look at why and how you can get customers to pay more quickly.  If Inventory Days or Work in Progress Days are climbing you need to look at why and how you can move stock more quickly or get jobs finished quicker, so you can invoice them.  

You can use the future picture to decide when to buy and pay for things rather than making a guess and having to run to the bank for a loan unprepared.

 

Borrowing

If you need to borrow to cover ‘troughs’ in cash flow, it’s best to do it in a planned fashion.  You need to understand what lenders look for.  Basically they want to see that you can repay the loan.  

They want to see that you are in control of your business and that your projections are realistic.  If you give them optimist projections that aren’t justified or ultimately met, they will quickly lose confidence.  

They are in business too, so you need to be commercially realistic about your expectations regarding lenders.

 

Growth

It might seem like a ‘no brainer’ that business growth would be a good thing for cash flow.  It’s not always true, this is what brings many businesses unstuck.  I said sales create a need for cash to cover the costs and overheads of running the business, as well as monies due from customers who don’t pay immediately.  

Growth also creates a need for more inventory or labour and materials to complete jobs.  If you are going to grow your business it’s vital you consider the extra working capital needed to fund extra sales.

 

For more detailed information on how you can improve the factors affecting cash flow,  download our eBook ‘How To Improve Your Business Cash Flow and Keep Some For Yourself’ .

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The Top 9 Key Financial Performance Measures for Hospitality Business

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Key to running a successful hospitality business is delivering a fantastic experience for customers, ensuring they want to return and give good feedback and reviews.

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Is a Budget Essential?

- Business Growth

What a great and timely question… put to CFO Michael Beviss, who shares some realities of working with businesses to achieve their financial goals.

Here’s Michael’s answer… 

Nearly everyone I ask this question will say yes, absolutely, and with good reason. Whilst studying and during my time working with businesses all but one organisation went through at least the annual budget cycle and some the quarterly forecasting cycle. Time, meetings, and resources that used to go into preparing annual budgets was significant. It could be anywhere up to 6 months out from the year end and it was time to prepare the budgets for the following year plus three- or five-year forecasts; templates and instructions sent to all the departments for completion, followed by meetings and ‘what if’ analysis. Then came the approval process, back and forth, change this, change that, then once the financial year started the budget was sometimes out of date, things had changed, so the quarterly forecasting would start or some insisted a new budget be prepared. There has got to be a better way. Perhaps rolling budgets/forecasts?

I would sometimes wonder if businesses are actually benefiting from complex and lengthy budgeting cycles. Don’t get me wrong, they are great at measuring standards and expectations so issues can be identified early on, however, are they providing value when they become “outdated” shortly after preparing them or as a measurement tool? Even then, some businesses still push to achieve budget when the goal posts have changed, which can be detrimental to the business – trying to achieve the unachievable.

It wasn’t until several years into my career that I worked with an organisation and asked, “where are the budgets?”, remember, as far I was concerned, they were essential. The response was “we don’t prepare them, as we measure against last year and try to improve year on year”. So, there was no time spent on preparing budgets, forecasts etc to the extent that I had experienced before and after working for this organisation. Last year’s figures were the measure and were used for forecasting and cash flow management. Capital items (Plant and Equipment etc) and once-off items were adjusted accordingly to allow for an “apples v’s apples” comparison.

Try selling this concept to businesses. It’s a tough call, however, if the budgeting process is not providing the value expected it could be failing your business and tying up significant resources at a cost to the business. Perhaps quarterly 12 month rolling forecasts may be an alternative, which are based on current business expectations.

This is an interesting concept, and controls are still put in place that traditional budgets provide, but it allows for the flexibility that many businesses are seeking by working with a live document. At the end of the day a business owner needs to understand where their business is heading based on current information (economic circumstances), not a budget that was set some 12 months prior where the goal posts have changed since.

Not only can businesses miss opportunities by sticking to budgets, but the concept “if it is in the budget does it mean we can spend it”?  Well, no. This should not be the case at all. This can be a real nightmare for businesses where departments believe that if they don’t spend it, they’ll lose it. Having witnessed this approach, it is disturbing how much money businesses waste on unnecessary costs because of this mind set: “use it or lose it’. A question to ask is: if a budget is approved is the expenditure approved? Businesses should assess this practice and ensure expenses are appropriately approved and justified. What’s wrong with encouraging departments to defer expenses if things can wait with the promise that funds will not be lost if not spent? This approach will also assist businesses in meeting their strategic objectives with a disciplined approach.

Another limitation of budgets that I find has a detrimental impact on business is the mindset of “if it’s not in the budget then it can’t be spent’. This is fine if money is being wasted or spent for the sake of it. However, what if a unique opportunity comes up that could improve the profitability of a business? If a business does not have the funds, then okay, however, are these missed opportunities that could be considered investment opportunities going forward. Something to think about.

This concept can be rather enlightening, however, it does challenge the budgeting process that many of us are familiar with and acknowledge that standard budgets may still be suitable/required for many organisations.

Times have come a long way with technology to allow us to assess current practices and their contribution to businesses. I remember one of the first businesses I worked with telling me they used to do their budgets on butcher’s paper and lay it out on a big table. If a change was required, they would rub the numbers out with an eraser and then manually adjust the figures!!

 

 As budgets are widely used its good to look at some considerations:

 

Pros Cons
Supports strategic ambitions Can be static and don’t allow for changes in circumstances and reduce initiative (we’ll just stick to the budget and play it safe)
Allows for monitoring of actual revenue and expenses – know where money is coming and going and highlight where corrective action may be required. Can become unattainable to achieve, causing grief where circumstances change.
Is a structured and predictable process Budgetary slack where managers prop up expenses and reduce revenue targets to report favourable variances.
Give a running balance of the business’ financial performance Can become outdated when finally approved and the budget period has commenced.
Set standards for what is expected Can encourage unnecessary expenditure – use it or lose it mentality
  Top-down budgets can be unreasonable and demotivating for staff

 

For additional tips on Budgeting download our eBook ‘Our Top Budget Tip Sheet’.

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Profit & Cash Flow Health Checklist

- Complimentary E-Books

Is your business due for a profit and cash flow health check?

Download our free Profit & Cash Flow Health Checklist to help you identify the key factors which may be affecting your business’ profits and cash flow.

Download your complimentary Profit & Cash Flow Health Checklist below:

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Budget and Cash Flow Template

- Cash Flow Management and Forecasting

If you’re serious about achieving better results this year and you’d like more control over your finances… You need a plan. We have a simple tool that will help you.

It enables you to plot out simply in black and white what you want to achieve for your sales, profit and cash flow.

This tool acts as a great guide about what you want to achieve as well as keeping things on track throughout the year to ensure you end up with the results you want.

Download your complimentary Cash Flow and Budget template below:

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