Put the dates beside the amounts.
A profit report and a bank balance answer different questions. Cash can be committed to payroll and suppliers before a customer pays. Other movements, such as equipment purchases, loan repayments, and owner withdrawals, can also affect the bank balance.
A practical cash view starts with money available now, expected collections, and payments due. Timing and confidence in each collection matter.
$20,000 starting cash less $12,000 payroll.
$10,000 in supplier payments comes due.
A customer payment is expected, but has not arrived yet.
Illustrative figures and timing only. This is not a forecast or a recommendation to defer any particular payment.
Make the timing visible before deciding.
The example has money expected in week 3 and a shortfall in week 2. Looking only at a total for the month can hide that sequence.
Review when collections are realistically expected, which commitments are due, and what options can be discussed. An updated plan helps the owner see consequences before acting.
A question to start with:
What is due before the next reliable customer payment arrives?
Keep it useful.
Assign someone to update the plan and establish a regular review. The goal is information the owner and team can use in actual decisions.
Bring the question
to your own business.
A recent job, a confusing report, or a cash concern can be the starting point.
What to expect