Cash Flow Advisory

Profit does not pay the bills. Cash does.

See the timing of money in and money out, and the assumptions that could change it.

Illustrative cash flow advisory scene — Perspective for the decisions ahead.

01 / THE BUSINESS CONTEXT

Start with the business.
Then ask what the numbers mean.

See the timing of money in and money out, and the assumptions that could change it. Summit’s fictional approach connects the detail to a useful management conversation.

Who it is for

Owners, directors and management teams exploring cash flow advisory as part of a wider business conversation.

What to bring

Your questions, goals and a broad description of the challenge. Do not share documents or sensitive data on this website.

What to expect

A demonstration of reporting, planning and advisory questions. No actual professional service is delivered.

02 THE AREAS WE CONNECT

The detail behind
a better conversation.

Cash visibility

Bring expected receipts and commitments into a single view. Separate confirmed information from assumptions.

Cash forecasting

A short-term view can make timing questions easier to discuss. Our 13-week chart uses invented receipts and payments only.

Working capital

Explore the timing relationship between operating activity, amounts outstanding and near-term commitments.

Receivables

Review the assumptions behind expected receipts, including timing and the information needed to follow them up.

Supplier timing

Map payment commitments and their timing. This page does not recommend delaying payments or changing agreed terms.

Growth planning

Discuss the timing of investment and receipts alongside growth assumptions, rather than treating growth as automatically cash-positive.

Scenario analysis

A base case, growth case and pressure case can expose different questions. They are examples, not predictions.

03 EXPLORE THREE SCENARIOS

Thirteen weeks.
A clearer view of timing.

13-WEEK CASH VISIBILITY

What changes when timing changes?

Opening cash$200,000

Week 13 closing cash$246,000

Lowest weekly closing balance$195,000

Base case: fictional weekly receipts and payments create the closing balance shown.

View the 13-week data

Fictional weekly cash movement — AUD
Week	Opening	Receipts	Payments	Closing
1	$200,000	$85,000	$80,000	$205,000
2	$205,000	$90,000	$92,000	$203,000
3	$203,000	$80,000	$88,000	$195,000
4	$195,000	$110,000	$95,000	$210,000
5	$210,000	$95,000	$90,000	$215,000
6	$215,000	$88,000	$98,000	$205,000
7	$205,000	$105,000	$92,000	$218,000
8	$218,000	$100,000	$95,000	$223,000
9	$223,000	$112,000	$100,000	$235,000
10	$235,000	$90,000	$99,000	$226,000
11	$226,000	$115,000	$105,000	$236,000
12	$236,000	$100,000	$100,000	$236,000
13	$236,000	$120,000	$110,000	$246,000

Illustrative demonstration only. All cash figures are fictional. Closing cash = opening cash + receipts − payments. No real business is assessed.

04 HOW THE CONVERSATION PROGRESSES

Insight needs a next step.

01
Current state
Understand the business.
02
Insight
Give the numbers context.
03
Decision
Identify the next question.
04
Action
Agree ownership and timing.
05
Review
Revisit what changed.

05 USEFUL QUESTIONS

Before we go further.

Why are cash flow and profit different?+

A cash view tracks the timing of money received and paid. A profit view describes revenue and expenses for a period. The two are not interchangeable. Our examples deliberately simplify these concepts.

Will a strategy call actually be booked?+

No. The consultation flow prepares a browser-only demo confirmation. It sends nothing, reserves no time and does not create a real appointment.

Are the clients and advisers real?+

No. All businesses, case studies, profiles, testimonials, addresses and performance figures are fictional. Stock photographs are illustrative, not actual Summit staff or clients.

Can I upload financial statements?+

No. There is no upload facility. Do not enter bank information, identifiers, passwords, tax documents or detailed financial data in this portfolio demonstration.

06 CONNECTED SERVICES