Our 5 Action Plans

Before you do anything else, you need to know: am I in real trouble, or do I have runway?
A small set of safety indicator KPIs answers that in an afternoon. Sometimes the answer eliminates the sleepless nights. Sometimes it tells you to move now. Either way, you stop guessing.

Once you know where you stand, you need to know why and tight cash usually isn’t a sales problem. It’s a math problem hiding underneath.
We map the relationship between your growth rate, gross margin, and cash-to-cash cycle to show exactly where cash is getting consumed. Most owners are surprised by what they find. Without this picture, every other fix is a guess.

With the diagnosis clear, you go after the fast levers, the moves that put cash back in the business in weeks, not quarters:

• Tighten accounts payable timing
• Fix billing & AR collection practices
• Address pricing & margin leakage
• Reassess your line of credit
• Right-size inventory

Some of these turn cash in days. Others take 3-6 months. The order matters and it’s not the order most owners would guess.

Now that the immediate pressure is easing, you build forward visibility.
A rolling 13-week forecast tells you when to defer spending, when to invest, and which expenses are tied to revenue versus long-payback bets. Done right, it takes senior financial discipline, but once it’s running, you stop reacting and start deciding.

Every dollar of cash you have can be deployed differently.
A simple prioritization framework helps you assess each investment by speed of cash return, what drives cash now versus what’s a long-term bet. It also clarifies when to borrow against the line of credit and when to use your own cash. This is how strong companies stop reacting and start compounding.