How far ahead should a cash forecast run?

A weekly rolling forecast of about thirteen weeks for operational control, plus longer-term projections for funding. Short-horizon accuracy matters most when liquidity is tight.

Why is forecast accuracy tracked?

Because an untracked forecast never improves. Comparing forecast to actual each week exposes the assumptions that are systematically wrong.

How does a cash flow management engagement start?

With a short discovery conversation and a written view of scope, risk and the decisions to be made. That view is useful to you whether or not the work continues.

How is a cash flow management engagement priced?

Scope and, where relevant, rules of engagement are agreed in writing before any work begins, and the engagement is a fixed fee for that scope or phased with a cost envelope per phase — so you know the cost and the boundaries up front. Larger pieces of work are broken into phases with findings delivered early rather than a single invoice at the end.

Finance Consulting · Govern

Cash Flow Management

We build cash forecasting and control that shows what is coming and when, built from receipts and payments rather than from accruals. The forecast's accuracy is tracked against actuals each week, so the assumptions that are systematically wrong get exposed and corrected rather than repeated. Liquidity headroom is monitored and payment authorisation rules are set, so decisions are made deliberately rather than reactively. It matters most when liquidity is tight, which is precisely when a forecast that has earned trust becomes something the business can act on with confidence.

In short

Cash flow management establishes visibility and control over cash inflows, outflows and short-term liquidity. A forecast whose accuracy is never checked is a guess that nobody can safely act on.

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What we do

The work inside cash flow management.

Short-term forecasting

We build a rolling short-term cash forecast from actual receipts and payments rather than from accruals. A profit-based view tells you little about whether cash will be in the account on the day it is needed. Forecasting the real timing of money in and out is what makes the tool useful for day-to-day control.

Forecast accuracy discipline

We track the forecast against actuals every week and address the causes of variance rather than just noting it. An untracked forecast never improves, because nobody learns which assumptions are consistently off. The weekly comparison turns the forecast into something that gets more reliable over time.

Liquidity monitoring and control

We monitor headroom and set payment authorisation and prioritisation rules so decisions are made against a clear policy. When cash is tight, deciding what to pay and in what order should follow an agreed rule, not the loudest supplier. Clear control removes both the panic and the risk of paying the wrong things first.

Scenario planning

We model downside cash scenarios and pre-agree the actions each one would trigger. Deciding in advance what happens if a large receipt slips or a facility tightens is far better than deciding it in the moment. Pre-agreed triggers turn a potential crisis into the execution of a plan.

What you receive

Deliverables, in writing.

Documented output your teams keep and can act on without us in the room.

Rolling short-term cash forecast model
Forecast accuracy tracking process
Liquidity monitoring and payment control rules
Downside scenarios with trigger actions

When this work helps

You may be facing this.

Cash position is only known after month end
Payment decisions are made reactively
Forecasts are consistently wrong in the same direction

How an engagement runs

Discover, assess, design, deliver.

01
Discover
Understand the decision, the financial context, and how finance currently operates. We establish exactly what question the engagement must answer, so a business-case review and a process redesign are not confused with one another.
02
Assess
Review the case, processes, controls, and reporting against what the organisation needs to rely on. We report where the numbers and processes are dependable and where they rest on assumptions that will not hold under pressure.
03
Design
Set out the financial approach, process design, control set, and reporting model. Definitions, ownership, and controls are documented so the improvement does not depend on us remaining involved.
04
Deliver
Support implementation, then track cost and benefit against what was approved. We measure realised value against the criteria agreed at the outset, so the decision is held to account rather than forgotten.

Where we work

Delhi, India — and wherever the work is.

Fidova provides finance consulting from Delhi, India, and works with organisations internationally, including group structures with entities, currencies, and reporting obligations in more than one country.

Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.

Related services

Often needed alongside this.

Treasury Advisory

Treasury advisory covers cash and banking structure, liquidity, currency and interest rate exposure, and the controls around payments. Exposure that has not been quantified cannot be sensibly hedged, and payments that are not controlled are where fraud enters.

Risk Management

Financial risk management identifies and controls exposures to credit, liquidity, market and operational loss. It complements enterprise risk work rather than replacing it, with the emphasis on quantified limits.

Financial Restructuring

Financial restructuring addresses unsustainable debt, cost structure or operations to restore viability. It is advisory and financial work; formal insolvency processes require licensed insolvency professionals.

All finance consulting services

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