Profitable on paper, short on cash? Take control of your cash flow.
Most cash crunches in growing companies come from timing, not from a lack of profit: customers pay slowly, inventory and payroll get paid first, and growth soaks up working capital. The fix is a rolling 13-week cash flow forecast reviewed every week, paired with targeted improvements to receivables, payables, inventory and financing. Capstone CFO builds and runs that system with you.
Six signs cash flow is becoming a constraint
Cash problems rarely arrive all at once. These are the early warnings.
Payroll week is stressful
You check the bank balance before every payroll or large vendor payment.
Growth makes it worse
More sales seem to mean less cash, because you fund inventory, labor and receivables before customers pay.
No forward view of cash
You know today's balance, but not what it will be in six or ten weeks.
Receivables are drifting
Days sales outstanding keeps creeping up and collections depend on someone remembering to chase.
The credit line is always drawn
Your line of credit has become permanent funding rather than a cushion.
Surprises from the bank or investors
Covenant questions, runway questions or capital calls catch the team off guard.
Why it happens
Profit and cash measure different things. A sale is profit the day you invoice it, but it is cash only when the customer pays. Meanwhile inventory, payroll, rent and software are paid on time, every time. The faster you grow, the bigger that gap becomes.
Without a forward-looking forecast, leaders manage cash by looking at the bank balance. That works until a large receivable slips, a big order needs funding, or a lender asks for projections. A CFO turns cash from a daily worry into a managed, predictable number.
What good looks like
- A rolling 13-week cash flow forecast updated weekly
- Clear visibility into the low point and when it will arrive
- Collections, billing and payment terms that support cash, not just sales
- Inventory and purchasing tied to real demand
- A right-sized credit facility with healthy lender relationships
- Runway and scenario plans for both good and bad cases
From cash anxiety to a managed number
How we take control of cash in the first 30 to 90 days.
Map the cash cycle
We analyze receivables, payables, inventory, payroll timing and debt to see exactly where cash gets trapped.
Build the 13-week forecast
We create a rolling, week-by-week forecast tied to your actual books and review it with leadership every week.
Release trapped cash
We tighten billing and collections, renegotiate terms, align purchasing with demand and remove unnecessary spend.
Plan ahead
We model scenarios, size financing needs and support lender conversations so you raise capital before you need it.
What you get
Practical tools your team keeps using long after the first crunch has passed.
13-week cash flow forecast
A weekly model with actual-versus-forecast tracking and a clear view of the low point.
Working capital review
Findings and actions across AR, AP and inventory, with the expected cash impact.
Collections process
Billing cadence, reminders, terms and ownership that shorten the time to get paid.
Burn and runway analysis
For venture-backed companies, months of runway under several scenarios.
Financing plan
Credit line sizing, lender materials and a strategy for debt or equity when it is needed.
Weekly cash review
A standing meeting where leadership sees cash, risks and decisions in one place.
Where this fits
CFO Plans · Special Projects · CFO & Accounting Plans
Further reading
Frequently asked questions
What is a 13-week cash flow forecast?
It is a rolling, week-by-week projection of cash coming in and going out over the next quarter. Because it is updated every week with actual results, it shows when cash will be tight early enough to act, whether that means accelerating collections, delaying a purchase or drawing on a credit line.
Why do profitable companies run out of cash?
Because profit is recorded when revenue is earned, while cash moves when customers actually pay and bills are actually paid. Growth, slow-paying customers, inventory build-ups and debt payments can all drain cash even when the P&L looks healthy.
How quickly can a fractional CFO improve cash flow?
A first version of a 13-week forecast can usually be in place within the first few weeks of an engagement. Improvements in collections, payment terms and spending often follow within the first quarter, depending on the business.
Do you help with lines of credit and lenders?
Yes. We help size the right facility, prepare lender-ready financials and projections, support banking conversations and manage covenant reporting once the facility is in place.
Want to see your next 13 weeks of cash?
Talk with our CFO team about where your cash is going and how to get ahead of it.