Growth plans that focus only on revenue and margin often ignore the balance sheet effects that determine whether expansion is fundable.
Revenue ambition
Sales pipelines and market share targets are necessary but insufficient. Each incremental dollar of revenue may require inventory, receivable capacity, people, or capex before cash follows.
We map growth initiatives to cash timing — when outflows occur relative to inflows — so owners see funding gaps early.
Working capital
Days inventory and receivables are strategic choices, not accounting accidents. Extending terms to win customers has a cost; so does building stock for service levels.
Stress-test growth with conservative collection and supply assumptions before committing to fixed costs.
Banking
Facility sizes and covenants written for today's balance sheet may not fit tomorrow's. Engage early with scenario packs that show covenant headroom under growth and downside cases.
A cash plan should be updated when growth strategy changes — not only when the bank asks.
Related work
Representative engagements illustrating how we deliver similar outcomes.
Frequently asked questions
Why do profitable businesses run out of cash?
Growth often requires inventory, receivables, and people before cash is collected — working capital must be planned, not assumed.
When should we update a cash plan?
Whenever growth strategy, pricing, terms, or capex plans change materially.
Growth planning enquiry
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