Rolling window.
Actuals vs plan.
Quick start.
Cash position.
Critical Problems We Solve
Effective financial management isn't just about balancing books; it's about removing the friction points that stall your business growth.
Running out of cash despite being profitable
Inability to predict payroll shortfalls
Late supplier payments damaging relationships
Panic borrowing at high interest rates
Profit vs Cash: The Critical Difference
You can have a R1 million profit on your Income Statement and R0 in the bank. How? Because profit includes non-cash items (depreciation) and doesn't account for loan repayments, VAT payments, or capital expenditure.
We bridge this gap by showing you exactly where your cash went, every month.
- Profit to cash reconciliation
- Non-cash item analysis
- Working capital impact
- Capital expenditure planning
The Debtor Problem
In South Africa, the average SME waits 45-90 days to get paid by their clients. Meanwhile, they must pay salaries, rent, and SARS on time.
We analyze your Debtor Days, identify slow payers, and implement strategies to speed up collections — from credit terms review to automated reminders.
- Debtor Days analysis
- Collection strategy
- Credit term optimization
- Aged debtors management
Seasonal Business Planning
If your business has seasonal peaks and troughs (construction, tourism, retail), you need a cash flow strategy that carries you through the quiet months.
We build a 12-month seasonal forecast that shows exactly how much cash you need to save during peak months to survive the quiet ones.
- Seasonal forecasting
- Peak/trough analysis
- Cash reserve planning
- Overdraft facility sizing
Weekly Cash Decisions
A cash forecast is only useful if it changes decisions before the bank balance becomes a problem. We turn the forecast into a weekly operating tool by showing expected collections, supplier payments, payroll, SARS payments, loan repayments, and committed overheads in the same view. That makes shortfalls visible while there is still time to act.
The practical work is often in the detail. We check whether debtor promises are realistic, whether supplier terms can be stretched without damaging relationships, whether VAT and PAYE payments have been allowed for, and whether upcoming stock or equipment purchases will create pressure. The forecast is then updated with actual bank movement so management can see what changed and why.
For South African SMEs, this discipline is especially valuable around SARS deadlines, seasonal revenue, delayed customer payments, and funding applications. A lender or investor can see that cash is managed from real data, not only from an annual budget.
- Weekly inflow and outflow tracking
- SARS and payroll deadlines included
- Debtor promises tested against actuals
- Funding discussions supported by evidence
Connecting Forecasts to Working Capital
Cash flow forecasting improves when it is tied to working capital, not only expected bank movement. We review debtor days, creditor days, stock timing, VAT cycles, payroll dates, loan commitments, and customer concentration so the forecast explains why cash is moving. That makes it easier to decide whether the answer is faster collections, slower supplier payment, revised pricing, a stock purchase delay, or short-term funding.
We also separate once-off pressure from recurring pressure. A single equipment purchase may need planning, but a pattern of late collections or shrinking margins needs operational action. The forecast helps management see that difference before decisions become emotional.
For businesses applying for finance, this working capital view is useful evidence. It shows lenders how cash is generated, where it gets trapped, and what management is doing to protect repayment ability before facilities are requested. It also gives owners a calmer way to decide when to hold cash, when to pay early, and when to delay spending.
- Debtor and creditor days reviewed
- VAT and payroll timing included
- One-off and recurring pressure separated
- Working capital actions made visible
Who Is This For?
- Businesses experiencing cash crunches despite being profitable
- Companies with seasonal revenue patterns
- Businesses preparing for large capital expenditures
- Start-ups managing burn rate
Engagement Requirements
- Bank statements (3-6 months historical)
- List of recurring commitments (rent, salaries, loan repayments)
- Debtor and Creditor aged analysis
- Revenue pipeline or sales forecast
Deliverables & Results
- 13-Week Rolling Cash Flow Forecast
- Monthly Cash Flow Statement (Direct Method)
- Working Capital Analysis
- Debtor and Creditor Days Calculation
- Cash Surplus/Deficit projections
South African Compliance Context
"Creations transformed how we handle SARS. No more compliance anxiety."
Trusted Resources
Our Operational Methodology
A structured, 5-step approach designed for precision and clarity.
We map all your cash inflows (collections, grants, loans) and outflows (salaries, rent, SARS, suppliers) on a weekly basis.
We build a 13-week rolling forecast that shows exactly when you will have surplus or shortfall.
We identify ways to accelerate collections, negotiate payment terms, and eliminate unnecessary spend.
We update the forecast weekly with actuals and flag any deviations from plan.
Professional Insights
80% of business failures are due to cash flow problems, not profitability problems. The distinction is critical.
If your Debtor Days are 60 but your Creditor Days are 30, you are funding your clients' businesses with your own cash.
A 13-week cash flow forecast is the single best tool to prevent business failure.
Related Insights and Resources
Use these links to move from service scope into practical guidance, supporting documents, and regional pages.
Practical guidance on accounting and Bookkeeping Where Businesses Need Both.
Practical guidance on how to Choose Bookkeeping Services in South Africa.
Practical guidance on tax Clearance Certificate What Usually Delays Approval.
Practical guidance on how Management Accounts Improve Business Decisions.
Practical guidance on why Bookkeeping Quality Affects Year-End Financial Statements.
Practical guidance on vAT Registration Mistakes That Slow SARS Approval.
Common Questions
Everything you need to know about our cash flow management & forecasting service.
I am profitable but always short on cash. Why?
Profit and cash are different. You can be profitable but have all your money tied up in debtors (people who owe you). We fix that gap.
What is a 13-week forecast?
It is a week-by-week projection of your cash balance for the next 3 months. It tells you exactly which week you might run short.
Can this help me get a loan?
Yes. Banks love seeing a well-managed cash flow forecast. It shows you understand your business and can service debt.
How often do you update it?
Weekly. We replace the forecast week with actuals and roll the forecast forward by one week.
Trusted by South African SMEs
See how we've transformed the financial frameworks of companies just like yours.
