Liquidity forecast
A cash forecast linked to collections, payments, payroll, tax and debt obligations within the agreed horizon.
top of page
Practical financial advisory
Treasury advisory and liquidity management
See when cash is needed, where working capital is tied up and how funding and payment choices affect liquidity.
Scope and fees are agreed before work begins.
Your financial adviser
Kamen Dimitrov, CFA
CFA charterholder · MBA, Carlson School of Management
What you receive
Cash timing is unpredictable, working capital is absorbing funds or the business needs a clearer payment and financing plan.
Working capital review
An assessment of receivables, inventory and payables, with practical priorities for releasing cash.
Treasury controls
A proposed cash reporting and approval routine, with visibility of available funding and material exposures.
How the work is structured
We agree the question first, then the information, analysis and working deliverables.
01. Define the decision
Clarify the objective, current position, information available and the required working outputs.
02. Analyse and test
Review the data, document the assumptions and compare the material scenarios.
03. Review and agree actions
Discuss the findings, deliver the agreed materials and identify the next decisions.
Preparation and scope
What we need to start
Bank balances, receivables and payables aging, inventory information, payment calendar, debt facilities and current cash reports.
Engagement scope
Cash and liquidity advisory. The scope defines responsibility for analysis, reporting and implementation of agreed routines.
Questions before you start
How is this different from a financial forecast?
A financial forecast covers the wider plan for results and financial position. Treasury work focuses on cash timing, available funding and day-to-day liquidity decisions.
Do you operate our bank accounts?
Any operational role must be separately defined and authorized. This service proposal covers analysis, reporting and advice on cash management.
Start with the decision you need to make.
Outline the business situation and the question you need to resolve. We can then define the relevant scope and information.
bottom of page