10/09/2026
Profit on paper. Pressure in the bank.
Most owners run into this the same way. The P&L looks fine. The account balance doesn't.
The P&L tells you what you earned. It stays quiet on when you actually get paid.
Here's the three-step version we walk clients through when cash is tight in a profitable stretch.
Diagnose.
Pull the last three months of bank statements, and set the P&L aside for a minute. If cash dropped during a profitable stretch, the problem is timing rather than revenue. The culprit is almost always collections lag, bunched payables, or inventory sitting idle. Name it before you try to fix it.
Decide.
Once you know where the gap lives, you have one choice: tighten the timing of what comes in, or slow the timing of what goes out. Most owners try both at once and stall. Pick the lever with the fastest impact this quarter and move on it. The other lever can wait until next quarter.
Act.
Map cash needs at the weekly level for the next 90 days. Weekly, not monthly or annually. Weekly visibility is what separates owners who react to shortfalls from owners who plan around them. If you can see a gap three weeks out, you have options. If you see it three days out, you have a crisis.
Profit is a score. Cash flow is the game.
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We help owners see cash three months out instead of three days out. If that's the view you're missing, let's talk.
