Cash Position Planner
Cashflow Forecast
Project monthly inflows, outflows and closing balance to plan funding gaps and operational runway.
account_balance_walletOpening Position
leaderboardTotals
Closing Balance
£30,000.00
Total Inflows£72,000.00
Total Outflows£57,000.00
Net Change£15,000.00
table_chartForecast Periods
| Period | Income | Expense | Net | Balance | |
|---|---|---|---|---|---|
| £2,500.00 | £17,500.00 | ||||
| £2,500.00 | £20,000.00 | ||||
| £2,500.00 | £22,500.00 | ||||
| £2,500.00 | £25,000.00 | ||||
| £2,500.00 | £27,500.00 | ||||
| £2,500.00 | £30,000.00 |
savings
Set Opening Cash
Start with the actual bank balance at the beginning of the period.
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Project Each Month
Enter realistic income and expense estimates per period.
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Spot Funding Gaps
A negative running balance means you need a buffer or financing.
Common Questions
How far ahead should I forecast?expand_more
Most established UK businesses run a 12-month rolling forecast, refreshed monthly. For early-stage or cashflow-stressed businesses, a 13-week weekly forecast gives much sharper visibility — you'll spot a shortfall 4–6 weeks before it bites, when you still have time to chase debtors, defer spend, or arrange finance. Pair this with a higher-level annual view for strategic decisions.
Should I include VAT in cashflow?expand_more
Yes. Cashflow tracks real bank movements, so include VAT collected on sales when it lands and VAT paid on purchases when it leaves. Critically, model the quarterly VAT remittance to HMRC as a cash outflow — many businesses get caught out treating VAT collected as their own money and then face a £10k+ bill they hadn't budgeted for. Same applies to corporation tax (9 months and 1 day after year-end) and PAYE/NI (monthly or quarterly).
What's the difference between profit and cash?expand_more
Profit is earnings on paper; cash is what's actually in the bank. A profitable business can still go bust if customers pay 60 days late while suppliers want paying in 30. The classic trap: invoice £50k profitably in March, deliver in April, get paid in June — meanwhile you've paid wages, rent, and suppliers all the way through. Cashflow forecasting is what catches this gap before it kills you.
How do I model uncertain income?expand_more
Forecast three scenarios: best case (everyone pays on time, expected pipeline closes), base case (your honest most-likely view), and worst case (key client delays 30 days, top deal slips a quarter). Plan operations from base case, but ensure you can survive worst case for at least 3 months. UK SMBs that fail almost universally lacked a worst-case forecast before the crunch hit.
What should I do if forecasts show a shortfall?expand_more
In order of preference: (1) accelerate receivables — chase old invoices, offer 2% early-payment discounts, factor key invoices; (2) defer payables — negotiate longer terms with suppliers, delay non-essential spend; (3) cut discretionary costs (marketing, contractors, subscriptions); (4) arrange finance — overdraft, invoice finance, or director loan. The earlier you spot it, the cheaper the fix. Banks lend readily when you're solvent, not when you're 2 weeks from missing payroll.