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After partnering with dozens of treasury teams, I've noticed that many of them overcomplicate bottom-up forecasting. Here's an actionable 8-step guide to get it right: 1.? ?Set clear objectives: ? Define the objective of your cash flow forecast. 2.? ?Set timeframes: ? Define short-, medium-, and long-term timeframes. ? Align your forecasts with financial cycles. 3.? ?Define cash flow categories: ? Categorize cash flows into inflows and outflows. 4.? ?Automate data sourcing ? Work with your AP and AR teams. ? Understand their processes and automate data collection. 5.? ?Collaborate with FP&A and stakeholders ? Coordinate to capture all relevant inputs. 6.? ?Review: ??Review budget variance regularly. ??Review cashflow variance regularly. 7.? ?Plan: ? Perform forward-looking forecasts. ? Plan cashflow ahead of time. ? Test scenarios to anticipate cash flow changes. 8.? ?Present to stakeholders ? Use visuals to show cash flow movements and trends. The reality? Many companies overcomplicate this, but modern treasury teams are automating 80% of this process - freeing up time for strategic work. With proper automation, you can: - Cut variance to <15% - Give your CFO numbers they trust - Free up time for strategic work Curious how? DM me for details and repost this guide to help someone in your network.

To manage cash flow effectively, consider the following strategies: Accurate Forecasting: Develop regular cash flow forecasts to anticipate future cash needs. This helps in planning for shortfalls and surplus funds, enabling better decision-making. Optimize Receivables: Encourage faster payment by offering early payment discounts or implementing stricter credit terms. Regularly follow up on overdue invoices and maintain clear communication with clients. Manage Payables Efficiently: Negotiate extended payment terms with suppliers without compromising relationships. Prioritize payments to take advantage of discounts or favorable terms. Inventory Management: Streamline inventory levels to avoid overstocking, which ties up cash. Use data analytics to maintain an optimal inventory turnover rate. Cost Control: Regularly review expenses and identify areas where costs can be reduced without affecting the quality of operations. This can free up cash for other critical needs. Access to Financing: Establish credit lines or revolving facilities with banks to cover short-term cash gaps. This provides flexibility during periods of low liquidity. Cash Pooling: Implement cash pooling solutions if operating across multiple regions or subsidiaries. It helps consolidate funds and improves liquidity management across the organization. Investment Management: Efficiently manage surplus cash by investing in short-term, low-risk instruments that provide liquidity and yield, ensuring funds are available when needed. By maintaining a balance between receivables, payables, inventory, and investments, businesses can achieve better cash flow management and financial stability.

What is financial modelling .? financial modelling is a mathematical representation of a company's financial performance used to forecast future outcomes and make informed decisions Why is it important.? * strategic planning :- financial modelling helps organisation plan future. it unable the creation of detail financial projection that consider various scenarios helping in long term strategic planning * Risk assessment :- modelling business can access potential risk & uncertain. By running sensitivity analysis and stress test organisation can identify vulnerability and develop strategies to mitigate risk *Capital budgeting:- financial model aid in capital budgeting decision helping companies allocate resource efficiency to project , investment, or equation model evaluate the potential return and his associate with different choice * Valuation:- financial modelling is integral to the valuation of companies for merger, acquisition and investment decisions it provides a framework for estimating the work of business based on factor life earning asset and market condition * Fundraising:- when skiing funding from an investor or lander, financial models are a means to communicate the financial health and growth potential of company investor rely on this models to make inform investment decisions * Performance analysis:- business uses the financial model to analyse their historical financial performance and compared to the projection this helps in identifying areas for improvement and optimising financial strategies * Cost control:- they help in monetary and controlling post by providing inside into first picture and cost drivers. this enables organisations to identify areas where post reduction are feasible * Cash flow management:- management cash flow is critical for the survival of any business. financial model help in forecasting cash flows insuring that a company has enough liquidity to cover its obligation

The Key Outcomes of Financial Models Credits to Bojan Radojicic ?follow him for more finance insights! ~~~~~~~~~ ?????? ???????????????? ???????? ???? ????????: The Key Outcomes of Financial Models ?? 1?? Decision-Making Support [?????????????????? ???????????? ?????????????? ?????????????? ???????????????? ???????? ?????????????? ?????? ???????????????? ??????????????????.] ?? Scenario Analysis: Assessing different business scenarios and their financial impacts. ?? Investment Appraisal: Determining the return on investment (ROI) and payback periods. ?? Operational Decisions: Making informed decisions about resource allocation, cost management, and operational efficiency. 2?? Risk Management [?????????????????? ???????????? ?????? ?????????????????? ?????????? ?????? ??????????????????????, ??????????????????????, ?????? ???????????????????? ??????????.] ?? Sensitivity Analysis: Understanding how changes in key assumptions impact financial outcomes. ?? Stress Testing: Evaluating the business's ability to withstand adverse economic conditions. ?? Contingency Planning: Developing strategies for unexpected financial events. 3?? Strategic Planning [?????????????????? ???????????? ???????????? ???? ?????? ?????????????????????? ?????? ???????????????????? ???? ????????-???????? ????????????????????.] ?? Forecasting: Projecting future revenues, expenses, and cash flows. ?? Budgeting: Setting financial targets and monitoring performance against those targets. ?? Growth Strategies: Analyzing the financial implications of expansion plans, mergers, and acquisitions. 4?? Fundraising and Valuation [?????????????????? ???????????? ?????? ???????????????? ?????? ???????????????????? ?????????????????? ?????? ???????????????? ??????????????????.] ?? Valuation Analysis: Estimating the business's worth using methods like discounted cash flow (DCF) or comparable company analysis. ?? Pitch Deck Preparation: Creating compelling financial projections to present to investors. ?? Debt and Equity Financing: Assessing the feasibility and impact of different financing options. ~~~~~~~~~ ?? Become a member of the Corporate Finance Learning platform. Lifetime access and live updates to all courses and materials + each month new Excel models, templates, and infographics. ?? Learn more here: https://lnkd.in/eUCwSaSd ~~~~~~~~~

One thing that the smartest CFOs and treasurers I’ve spoken to have in common is an ingrained awareness that, even if their P&L looks good, cash flow does not necessarily follow suit... They are all big advocates of cash flow forecasting—not just as a best practice, but as a means to out-compete and thrive. Rather than static budgets and annual projections, they invest the time to set up a 13-week cash flow forecast for full, bottoms-up visibility into liquidity over the next quarter. The sense I get is that, without it, CFOs feel like they are flying blind. Even cash-rich businesses are vulnerable if they grow quickly with a poor cash conversion cycle, time payments badly, misallocate cash, repay large debts prematurely, etc. ?? For the best, it goes beyond survival though: idle cash is lost opportunity. Every pound or euro sitting in your accounts is value left on the table when it could be used to invest in growth, earn interest, pay down debt, etc. Fundamentally, an accurate rolling 13-week forecast lets you plan for potential opportunities and problems, instead of reacting to them. If that’s true, why do growing companies often overlook or put off their 13-week forecast project? There’s no denying that cash flow forecasting is one of a treasurer’s most time-consuming tasks (never mind all the inputs needed from other teams). Collecting data from multiple systems (in different formats) on an ongoing basis, constant reconciliation between actuals & forecast, and then consolidating all this data into a spreadsheet. It’s pretty overwhelming—and then you need to repeat it week after week. At Atlar, we’ve built tools to turn 13-week forecasting into an easy, continuous, and real-time process. Helping you automate: ?? All data collection & reconciliation across banks, ERPs, PSPs, etc. ??? Transaction tagging for custom forecast categories ?? Bottoms-up forecasts & scenarios for every bank, account, and category ?? Variance analysis insights to see what’s driving inaccuracies Finance and treasury teams at the likes of Aiven, Upvest, and Zilch partnered with Atlar to use forecasting strategically. For more info on how we do it, check out our latest guide—linked in the comments below ??

Strategy drives the financial numbers.?Financial Reports track the financial numbers.?But we don’t have a Report that tracks your strategic performancem?Or do we? Financial Reports show past financial performance. Relying just on this past ?financial performance to determine future financial performance is dangerous.?Why? Lack of Forward-Looking Insights: Financial reports primarily focus on historical data—what has already happened. They don’t provide forward-looking insights or predict future performance. Changing Business Environment: The business landscape is dynamic, with market shifts, technological advancements, and evolving customer preferences. Past performance might not accurately reflect future conditions. Incomplete Picture: Financial numbers alone don’t capture the full story. They don’t consider non-financial factors like customer satisfaction, employee engagement, or innovation. And there is only one way to minimise this dangerous and risky practice is to do Strategy Reporting like the Balanced Scorecard that gives you value like: Holistic View: Strategy reporting considers both financial and non-financial aspects. It provides a holistic view of organizational performance. Alignment with Strategic Goals: It helps track progress toward strategic goals. Are we moving in the right direction? Are we achieving our objectives? Risk Mitigation: By analyzing performance metrics, organizations can identify risks early and take corrective actions. Decision-Making: Strategy reports inform decision-makers about resource allocation, investment choices, and strategic adjustments. Strategy reporting bridges the gap between historical data and future plans. If you want to explore the possibilities of finding your intangibles and their value please call me on 0419 015 745 or email me at [email protected]

?These cash flow formulas are incredibly useful!? They provide clear insights into the financial health of a business and help in making informed decisions. Thanks for sharing such valuable information!

100 Business KPIs Key Performance Indicators (KPIs) stand as indispensable tools, providing businesses with invaluable insights into their performance across critical dimensions. ? Why It Matters: ?? Strategic Decision-Making ?? Performance Monitoring ?? Continuous Improvement ?? Stakeholder Communication Essential Business Dimensions: ??. ?????????????? ????????: ? Finance KPIs offer a comprehensive view of an organization's financial health, covering aspects such as profitability, liquidity, and solvency. ? These metrics enable stakeholders to assess: ?? The effectiveness of financial strategies ?? Manage resources efficiently ?? Ensure the company's long-term viability. ??. ???????????????????? ????????: ? Accounting KPIs focus on monitoring and evaluating financial transactions, reporting accuracy, and compliance with regulatory standards. ? These metrics help in assessing the: ?? Effectiveness of financial controls ?? Identifying areas of risk ?? Maintaining transparency and integrity in financial reporting. ??. ?????????????????? ????????: ? Investing KPIs are instrumental in evaluating the performance of investment activities, assessing returns, and managing risks associated with capital allocation. ? These metrics aid in: ?? Optimizing investment decisions ?? Maximizing shareholder value ?? Achieving strategic objectives in alignment with the organization's financial goals. ??. ???????? ???????? ????????: ? Cash Flow KPIs provide insights into the inflow and outflow of cash within an organization, ensuring liquidity and financial stability. ? These metrics help in: ?? Managing working capital effectively ?? Optimizing cash flow cycles ?? Mitigating risks associated with cash shortages or surpluses. What would you add?

Finance modeling is not Excel! It's about understanding business processes and operations, at least: ?? Sales ?? Purchase ?? Production ?? Workforce ?? Investments ?? Board expectations Then we use an Excel to tell a story, and make calculations as basis for quality decisions!! When it comes to modeling in Excel, those are my favourite schedules: ? Sensitivity Analysis?? ? Net working capital?? ? Cash flow Statement?? ? Income Statement?? ? Balance Sheet?? ? Gross profit?? ? Income taxes?? ? Headcount?? ? Financing?? ? Revenues?? ? Salaries?? ? Interest?? ? CAPEX?? ? COGS?? ? OPEX?? ? WACC?? ? DCF?? ? EVA?? ? ~~~~~~~ ????Build your model → Ensure sustainable growth → Improve your income. Find your learning materials at my platform: ?? ???????????????? .??????