Resources
Steering the cash of a small company
Cash is steered on a rolling thirteen-week plan, fed by expected receipts and payments. That single tool provides the visibility profitable small companies most often lack.
The rolling thirteen-week plan
The plan lists, week by week, expected receipts and committed payments, then shows the cumulative balance. Thirteen weeks is a quarter: the horizon over which a decision is still useful — negotiating a term, accelerating a chase, deferring an investment. The plan is updated every Monday, in half an hour, and that regularity matters more than the precision of the last figure.
- A rolling thirteen-week plan, updated every week
- Expected receipts, dated on genuinely observed payment behaviour
- Committed payments, including tax and social security due dates
- A cumulative balance, flagging the week to address
- A calculated working capital need, compared with available funding
Four levers, from fastest to most structural
Customer chasing
One call before the due date beats three chases after. The chasing calendar is set as a process, not as a reaction.
Payment terms
A deposit at order time transforms the financing need. It is negotiated at sale, not at collection.
Inventory turnover
Each week of stock ties up cash. Sizing is revised against actual sales.
Short-term financing
Negotiated in calm, on a quantified plan, it costs less and arrives faster than when called for under pressure.
The titles that carry this responsibility
Four professional titles whose standard includes cash steering, from operational tracking to general management. Volumes come from the official catalogue.
| Professional title | Level | Duration | Credits | Hours |
|---|---|---|---|---|
| SME Administrative Officer | Level 4 | 9 months | 60 | 600 h |
| Company Accountant | Level 5 | 9 months | 70 | 700 h |
| SME Chief Executive | Level 7 | 9 months | 70 | 700 h |
| Finance and Administration Manager | Level 6 | 1 year | 80 | 800 h |
Cash questions
How often should the plan be updated?
Every week, on a fixed day, in half an hour. Regularity matters more than the precision of the last line: it is what buys time to act on the week that poses a problem.
How do I handle a customer who pays late?
By dating expected receipts on their observed behaviour rather than on contractual terms, and by starting the chase before the due date. The plan then becomes realistic, and chasing stops being a reaction.
When should short-term financing be sought?
Before the plan shows a tight week, on a quantified file presenting the coming thirteen weeks. Negotiated in calm, it is obtained on better terms and commits the banking relationship less.
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