INSIGHTS
Notes from the finance seat
Short, practical pieces for owner-managers: what to measure, what to ignore, and what buyers and lenders actually look at.
Exit readiness
Exit readiness: build a business a buyer can trust
A successful exit starts before the business goes on the market. Strengthen the earnings, people and evidence that help a buyer see a business worth taking on.
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FORECASTING
Why your budget stops being useful in March
Your annual budget may still be a useful target, but it can quickly become a poor guide to decisions. A driver-based forecast connects the numbers to how your business actually works, so you can adapt without rebuilding the plan.
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Cash flow
Working capital: where the cash is actually hiding
Before seeking a bigger credit line, look at the cash tied up between paying suppliers and getting paid by customers. Better terms, disciplined collections and tighter inventory can reduce the funding your growth needs.
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FORECASTING
Reading a variance report in one page
Turn the gap between plan and actual performance into a clear account of what happened, what it means and what the team should do next.
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Cash flow
The thirteen-week cash view every owner should keep
The one report that answers "can we afford this" without a call to the accountant — and the half-day it takes to build.
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EXIT READINESS
What buyers look for two years before you sell
Diligence starts long before the offer. Use the two years before a sale to build credible earnings, reduce owner dependence and resolve the issues that can weaken a buyer’s confidence.
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GROWTH
The first five numbers a growing business should report monthly
A useful monthly dashboard should change decisions, not just describe last month. Start with five numbers that connect growth, profitability and cash — with a named owner for each.
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One short note a month, for owner-managers.
What we are seeing in cash, lending and exits — no more than one page, never a sales pitch.