Financial & Data Analysis
Cash Flow Forecasting
Cash visibility you can run the business on
A forecasting capability the internal team can own, not a dependency on outside help
The work
Senior-led work that holds up.
Thirteen-week and longer-horizon cash forecasts built from operating reality — defensible to lenders, useful to management, and maintained as the business changes.
Who it’s for
CFOs, business owners, and lenders managing tight, volatile, or lender-scrutinized liquidity — and management teams whose current cash visibility ends at the bank balance.
The critical turn
When the bank is asking for a 13-week forecast by Friday. When cash keeps disappearing in ways the income statement doesn't explain. Or when a prior forecast missed badly and credibility with the lender needs to be rebuilt before the next covenant conversation.
How it works
A clear path to a result that holds
Gather the source data — AR, AP, payroll, debt service, and operational drivers — and understand the business's actual cash rhythm
Build a bottoms-up 13-week forecast by week — receipts, disbursements, and financing flows tied to actual operating activity
Stress-test against realistic downside scenarios; identify the triggers and timing that would change the picture materially
Track actuals versus forecast weekly, explain variances with root cause, and translate cash visibility into operating and lender decisions
What we do
What every engagement includes
Pressure-tested inputs
Pressure test the 13-week cash forecast inputs to ensure reliability, accuracy and alignment with all parties relying on the analysis
Anticipate cash impact
Understand and anticipate impact this week’s “decisions” and operating trends on future cash flows
Scenario modeling
Model scenarios for revenue swings, payment timing shifts, and lender action triggers
Extended forecast horizon
Extend the forecast horizon for strategic planning and lender reporting helping to identify the true business drivers to support the go forward plan
Team ownership
Build the process so the internal team can own and maintain it after we are done
Outcomes
What you walk away with
Reliable cash view
A reliable, defensible view of cash — next week, next month, and next quarter
Lender credibility
Lender credibility: a forecast that holds up under questioning and is updated consistently
Earlier warning
Earlier warning when conditions are shifting — before the bank calls or covenants trip
Better operating decisions
Better operating decisions on payables, collections, hiring, and capital spending
Team-owned capability
A forecasting capability the internal team can own, not a dependency on outside help
Why Inglewood
Experience on every side of the table.
We have built and operated cash forecasts inside distressed businesses under lender scrutiny and in high-growth companies managing rapid cash consumption. Senior, defensible, and built for the specific situation — not a template adapted to fit.
Common questions
Questions we hear early
It is a rolling, bottom-up model built from your actual receipts and payables that shows how much runway you have and where the cash goes, week by week over the next quarter. Unlike a static budget or a spreadsheet, it is updated on a fixed weekly cadence so the picture stays current. The point is to see when cash runs out before you get there, not after.
Engage when a payroll or covenant date is approaching, a lender is asking for a forecast it can trust, or your company has outpaced the spreadsheet you have. Those are the moments when the margin for error is measured in days rather than months. The sooner the model is running, the more room you have to sequence payments and moves before the pressure hits.
That is the point of the work. We build the model to be defensible and bank-ready, run downside and scenario cases so the cliff shows early, and present it alongside you in lender conversations. Since 1983 Inglewood has built and defended forecasts in receiverships, turnarounds, and lender talks where the forecast had to hold up under scrutiny.
A senior partner builds the model and stays on it. There is no analyst layer between you and the person doing the forecasting, and the partner presenting to your bank has done it before in real liquidity crises. That is deliberate: near-term liquidity is not a place to be learning on your file.
No. Part of the work is establishing a fixed weekly rhythm your own team can run once we step back, so the discipline lasts beyond our involvement. You keep a live view of runway rather than a one-time deliverable. If the situation calls for broader restructuring support, that can be scoped separately within our Financial & Data Analysis work.
Related services
Often engaged alongside
Start the conversation
Request a consultation
Request a one-hour liquidity review with a senior partner
- A senior partner reads every request and responds personally.
- Confidential, and no obligation — a straight read on where you stand.
- Typically a reply within one business day.
Request a consultation
Request a consultation
Tell us about your situation. A senior partner reads every request and responds directly.