Build a 13 Week Cash Flow Forecast for Your Small Business

Cash flow problems kill 82% of small businesses. Yet most owners fly blind without a proper forecast. A 13-week cash flow forecast gives you the perfect balance between accuracy and strategic planning. You'll spot problems three months ahead and take action before running out of money. This guide shows you exactly how to build one that actually works.

Why 13 Weeks Is the Sweet Spot for Small Business Cash Flow Planning

Most business owners either track cash flow too short-term or too long-term. Both approaches miss critical opportunities.

Short-term forecasts (4-8 weeks) only show immediate problems. By then, it's often too late to fix them. You can't negotiate payment terms or secure financing in just a few weeks. Long-term forecasts (6-12 months) sound impressive but become wildly inaccurate. Too many variables change over six months to make reliable predictions.

Thirteen weeks hits the sweet spot. It's long enough to spot trends and take corrective action. It's short enough to maintain reasonable accuracy. Most importantly, it aligns with quarterly business cycles that banks and investors understand.

Your forecast accuracy drops fast after three months. Beyond 13 weeks, you're basically throwing darts at a board. But shorter periods like 4-8 weeks? You miss the big picture entirely.

Research shows that small businesses can predict cash flows with 75-85% accuracy for the first month, 65-75% for the second, and about 50-60% for the third month. After that, accuracy plummets to coin-flip territory.

A 13-week window captures one full business quarter. This matters because most of your major expenses, seasonal patterns, and customer payment cycles happen within quarterly periods.

Most business cycles follow quarterly patterns. Rent, insurance, and loan payments often hit quarterly. Seasonal businesses see major swings every 3 months.

Your customers' payment cycles matter too. B2B clients typically pay within 30-60 days. A 13-week forecast captures two full payment cycles, showing you the real rhythm of your cash flow.

Take a landscaping business: They might land big contracts in March but not see payment until May. A 13-week forecast starting in February captures this entire cycle, including the cash gap in April.

Thirteen weeks gives you enough runway to actually solve problems. Spot a cash shortfall in week 10? You've got time to:

• Speed up collections from slow-paying customers
• Negotiate payment terms with suppliers
• Arrange a business loan or line of credit
• Adjust spending plans

Compare this to monthly forecasting, where you might only get 1-2 weeks' notice before running out of cash. That's barely enough time to panic, let alone fix anything.

Six-month or yearly cash flow forecasts sound impressive. But they're mostly fiction for small businesses.

Too many variables change over longer periods. New customers, lost accounts, market shifts, unexpected expenses—they all make long-term forecasts worthless.

A restaurant owner told us her 6-month forecast was "completely wrong by month 4" when a new competitor opened across the street. Her 13-week forecasts? Still accurate enough to make smart decisions.

Weekly vs Monthly Forecasting Benefits

Weekly forecasting catches cash flow gaps that monthly forecasts miss completely. Here's why: Your rent might be due on the 1st, but your biggest client pays on the 15th. A monthly forecast shows you're fine. A weekly forecast reveals you'll be short $10,000 for two weeks.

Consider a consulting firm that invoices $50,000 monthly but receives payments sporadically. Monthly forecasting shows steady income. Weekly forecasting reveals three-week gaps between payments—plenty of time to arrange a business line of credit or adjust payment terms.

Here's the thing about cash flow—timing is everything. You might have $10,000 coming in this month and $8,000 going out. Looks good, right? But if that $10,000 arrives on the 25th and your $8,000 in expenses hits in the first week, you've got a problem.

Weekly forecasting shows you these gaps 13 weeks out. That's enough time to:

• Negotiate payment terms with suppliers
• Speed up collections from slow-paying customers
• Arrange a business line of credit before you need it

Take Sarah's marketing agency. Her monthly forecast showed steady growth. But weekly tracking revealed a pattern—she always ran short in weeks 2 and 3 of each month. Client retainers came in at month-end, but payroll hit mid-month.

Once she saw this pattern, Sarah negotiated split payments with three major clients. Problem solved—no more cash crunches.

Another example: Tom's restaurant looked profitable monthly but bled cash every week. Food costs hit immediately, but weekend revenue took days to clear the bank. Weekly forecasting helped him negotiate daily credit card deposits instead of weekly ones.

Essential Data and Information You Need to Gather

Building an accurate forecast requires the right foundation. Garbage in, garbage out—as they say in finance (and composting).

Start with your bank statements from the past 12 months. Export them to spreadsheets. You'll need every deposit and withdrawal categorized. Don't rely on memory or rough estimates. Your brain wasn't designed to remember that you spent $347 on office supplies in March.

Gather all recurring contracts and commitments. This includes rent, loan payments, insurance premiums, and subscription services. Include employee salaries, contractor payments, and any seasonal bonuses. Don't forget quarterly tax payments—the IRS doesn't accept "I forgot" as payment.

Historical Financial Data Requirements

Pull your sales data by week for the past year. Look for patterns. Do you always have slow Januaries? Does summer bring a surge? Most businesses have predictable cycles they've never actually measured.

Calculate your average collection period. If you invoice $10,000 monthly but only collect $8,000, you've got a problem. If customers typically pay in 45 days instead of 30, factor that delay into your projections. Credit monitoring tools can help track customer payment patterns.

Your bank statements show the real story of money flowing in and out. Don't rely on accounting software alone—it might show when you sent an invoice, but your bank statement shows when you actually got paid.

Pull together:

• Monthly bank statements for the past 12 months
• Invoice records with payment dates (not just issue dates)
• Credit card statements for business expenses
• Loan payment schedules and recurring obligations
• Payroll records showing exact payment dates

Calculate your average collection period by looking at invoices from 3-6 months ago. If you invoiced $10,000 in January and collected $8,000 within 30 days and $2,000 after 60 days, you know 80% of customers pay within a month. This pattern becomes crucial for projecting future cash inflows accurately.

For businesses with multiple revenue streams, track each one separately. Your retail sales might come in daily, while your consulting contracts pay monthly or quarterly.

Your cash conversion cycle shows how long money takes to flow through your business. It's the time between spending cash on inventory or services and collecting cash from customers.

Calculate your average collection period by dividing total receivables by daily sales. If customers typically pay in 45 days, factor that delay into your forecast. Don't assume they'll pay when the invoice is due.

For example, if you invoice $10,000 in Week 1, you might not see that cash until Week 7. This timing gap kills more small businesses than low profits.

Future Commitments and Planned Changes

Document everything you know will happen in the next 13 weeks. Equipment purchases, marketing campaigns, trade show expenses, holiday bonuses. Include the good stuff too—expected contract renewals, seasonal sales bumps, or that big project launching in week 8.

Don't forget the irregular expenses that sneak up on you. Annual software renewals, quarterly insurance payments, and that conference you registered for six months ago.

Start with the non-negotiables. These are payments you can't avoid or delay without serious consequences.

Your loan payments, rent, insurance premiums, and payroll taxes fall into this bucket. Don't forget quarterly tax payments—they're cash flow killers if you're not ready. Equipment leases, software subscriptions, and contractor payments also belong here.

Next, list everything you're planning to buy or invest in. New equipment, inventory orders, marketing campaigns, or that website redesign you've been putting off.

Be honest about timing here. If you're "hoping" to launch that marketing campaign in week 8, put it in week 6. Things always take longer and cost more than expected.

For inventory-heavy businesses, map out your ordering schedule based on lead times and seasonal demand. A restaurant needs more supplies before holiday rushes. A retail shop stocks up before back-to-school season.

Factor in any hiring plans, salary increases, or seasonal staff changes. Adding an employee doesn't just mean their salary—think payroll taxes, benefits, and equipment costs too.

If you're seasonal, this section makes or breaks your forecast. A landscaping business knows winter's coming. A tax prep service knows January through April are money months.

Consider using business financing options to smooth out seasonal cash flow gaps before they become critical.

Don't overlook contract renewals or rate changes from suppliers. That 10% rent increase starting next month? It needs to be in your forecast from day one.

Check with key suppliers about any planned price increases. Raw material costs, shipping rates, and service fees can change with little notice. A quick call to your top 3 vendors can save you from nasty surprises.

The goal here isn't perfection—it's avoiding the big misses that tank cash flow forecasts.

Step-by-Step Instructions for Building Your 13-Week Forecast

Building your cash flow forecast doesn't require fancy software or complex formulas. You can create an effective forecast using a simple spreadsheet that tracks your money in and out over 13 weeks.

Start with a basic spreadsheet structure that includes columns for each week and rows for different types of income and expenses. Your first column should show your starting cash balance. Then create sections for cash inflows (money coming in) and cash outflows (money going out). The bottom row calculates your running cash balance week by week.

Setting Up Your Forecast Structure

Create your spreadsheet with weeks 1-13 across the top as column headers. Down the left side, list all your income sources first: sales revenue, service fees, loan proceeds, and any other money coming in. Below that, list all your expense categories: rent, payroll, utilities, loan payments, inventory purchases, and marketing costs.

The most important row is your "Net Cash Flow" calculation. This shows the difference between inflows and outflows each week. Below that, track your "Cumulative Cash Balance" - this running total shows exactly how much cash you'll have at the end of each week.

Here's the key formula for your cumulative cash balance: Previous Week's Balance + This Week's Net Cash Flow = This Week's Ending Balance. Copy this formula across all 13 weeks to see your cash position over time.

Your basic structure needs three sections: Cash Inflows, Cash Outflows, and Running Cash Balance.

Cash Inflows include:

• Sales revenue (by week)
• Accounts receivable collections
• Loan proceeds or investment
• Other income sources

Cash Outflows include:

• Fixed expenses (rent, salaries, insurance)
• Variable expenses (materials, marketing, travel)
• Loan payments
• Tax payments
• Equipment purchases

Start each week with your ending cash from the previous week. Add inflows, subtract outflows, and you've got your projected ending balance.

Your most important formula calculates your weekly ending balance: Starting Cash + Total Inflows - Total Outflows = Ending Cash. Copy this formula across all 13 weeks to automatically track your cash position.

Create a simple formula that adds up all your income sources for each week. Do the same for expenses. This gives you clear totals that feed into your main cash balance calculation.

Break down your cash inflows into specific categories like sales revenue, loan proceeds, and other income. Don't lump everything together—you need to see where money's actually coming from.

For expenses, separate fixed costs (rent, insurance, loan payments) from variable costs (inventory, marketing, utilities). This helps you spot which expenses you can control if cash gets tight.

If you're managing multiple revenue streams or need help organizing your finances, tools like Wise's business account can help you track different income sources more effectively.

Projecting Cash Inflows

Base your sales projections on historical data, not wishful thinking. If you typically close $20,000 in new business monthly, don't project $40,000 because you're feeling optimistic.

Factor in collection delays. If customers pay in 45 days on average, revenue from Week 1 won't hit your bank account until Week 7. This timing difference trips up most small business owners.

For existing contracts, map out payment schedules precisely. That $60,000 annual contract might pay quarterly ($15,000 every 13 weeks) or monthly ($5,000). The timing matters enormously for cash flow.

Start with your historical sales data from the past 6-12 months. Look for patterns in both sales volume and payment timing. Most small businesses make the mistake of forecasting when they'll make the sale, not when they'll get paid. That's a recipe for disaster.

Your average collection period is crucial for accurate cash flow forecasting. If you typically get paid 30 days after invoicing, but your forecast assumes immediate payment, you're setting yourself up for a cash crunch.

Track these key metrics:

• Average days between sale and payment
• Percentage of customers who pay early, on time, or late
• Seasonal variations in payment behavior
• Bad debt percentage (customers who never pay)

For example, if you invoice $10,000 in Week 1, don't put $10,000 in Week 1's cash inflow. If your average collection period is 3 weeks, that money belongs in Week 4's projections.

Recurring Revenue: This is your easiest money to forecast. Subscription fees, retainer payments, and ongoing service contracts provide predictable cash flow. Just account for any seasonal changes or expected churn.

Project-Based Revenue: Break large projects into milestone payments. If you're getting $15,000 for a project with payments at start, middle, and completion over 8 weeks, spread those payments across your forecast timeline.

Seasonal Sales: Use last year's data as your baseline, then adjust for known changes. A retail business might see 40% of annual sales in Q4, while a landscaping company peaks in spring and summer.

Don't forget non-sales income sources. Include expected loan proceeds, asset sales, or insurance reimbursements. A business loan you're applying for should only appear in your forecast once approval is confirmed.

Conservative forecasting saves businesses. Apply the 80% rule to optimistic projections—if you think you'll collect $20,000 in Week 5, forecast $16,000 instead. This buffer accounts for delayed payments and unexpected issues.

Create multiple scenarios in your forecast. Your base case should reflect realistic expectations, while your pessimistic case assumes 20-30% lower collections and longer payment delays.

Calculating Cash Outflows

Fixed expenses are straightforward—they're the same every week or month. Variable expenses require more thought. Look at historical spending patterns and upcoming needs.

Don't forget about timing here either. You might order $5,000 in inventory in Week 3 but not pay for it until Week 7. Credit card purchases typically hit your account 2-3 days later, while checks might take a week.

Build in a buffer for unexpected expenses. Murphy's Law applies especially to small business cash flow. If your projections show you'll have exactly $1,000 left in Week 12, you're probably in trouble.

Start by separating your expenses into two buckets: fixed and variable costs. Fixed expenses stay the same each month—think rent, insurance premiums, loan payments, and software subscriptions. Variable expenses change based on your business activity—like inventory purchases, shipping costs, and commission payments.

For fixed expenses, simply copy the same amount across all 13 weeks. Easy enough. Variable expenses require more thought. Look at your historical spending patterns and tie them to your sales projections. If you typically spend 30% of revenue on inventory, apply that percentage to your forecasted sales.

Just because you incur an expense doesn't mean you pay it immediately. Most suppliers offer 30-day payment terms. Some bills are due weekly, others monthly or quarterly. Create a payment calendar that shows exactly when each expense hits your bank account.

Key timing considerations:

• Payroll typically goes out weekly or bi-weekly
• Rent and utilities are usually due monthly
• Quarterly tax payments can create big cash outflows
• Annual insurance premiums hit all at once

If you're managing multiple payment schedules and need better visibility into your business finances, consider using a business account that offers detailed transaction categorization and cash flow insights.

Don't let surprise expenses torpedo your cash flow forecast.

Every business has irregular costs that pop up throughout the year. Equipment maintenance, professional development, marketing campaigns, and holiday bonuses all fall into this category. Review your previous year's expenses and identify these one-time or seasonal costs.

Build a buffer into your forecast for unexpected expenses. A good rule of thumb is adding 5-10% to your total expense projections as a contingency fund. This cushion helps account for price increases, emergency repairs, or opportunities you didn't anticipate.

For businesses with seasonal patterns, pay special attention to timing. Retailers might need extra inventory before the holiday season. Service businesses often see higher marketing costs during slow periods. Map these patterns into your 13-week forecast so you're not caught off guard.

If you need additional funding to cover seasonal cash flow gaps, explore options like business financing to bridge temporary shortfalls.

Using Your Forecast for Strategic Business Decisions

Once you've built your 13-week cash flow forecast, the real magic happens. This isn't just a spreadsheet—it's your business GPS for the next three months.

Your forecast shows you exactly when money comes in and goes out. This lets you make smart choices before problems hit. No more scrambling to pay bills or missing growth opportunities because you didn't see them coming.

Identifying Cash Flow Gaps and Solutions

Your forecast will show you potential cash shortfalls weeks before they happen. Look for any week where your ending cash balance drops below your comfort zone—usually one month of expenses.

Early warning signs to watch for:

• Steady decline in weekly cash balances
• Large expense payments hitting during slow revenue periods
• Seasonal dips that coincide with major bills
• Customer payment delays stacking up

Quick solutions for bridging gaps:

• Speed up collections by offering early payment discounts
• Negotiate extended payment terms with suppliers
• Consider a business line of credit for short-term needs
• Delay non-essential purchases by a few weeks

For example, if your forecast shows a $15,000 cash gap in week 8, you can start collecting on overdue invoices in week 5 instead of panicking in week 8.

The most critical skill in cash flow forecasting isn't building the spreadsheet—it's knowing how to spot trouble before it hits your bank account.

Your 13-week forecast acts like a financial early warning system. Look for weeks where your projected cash balance drops below your comfort zone. Most small businesses need at least 30 days of operating expenses in cash as a safety buffer. If your forecast shows you'll dip below this threshold, you've got time to act.

Here's what to watch for:

• Negative cash weeks - Any week showing a negative balance needs immediate attention
• Declining trends - Three consecutive weeks of falling balances signal potential problems
• Seasonal dips - Regular patterns that coincide with slow business periods
• Payment timing gaps - When large expenses hit before expected income arrives

When you spot a potential gap, you've got several options to bridge it. The key is acting early while you still have choices.

Speed up cash coming in: Contact customers with outstanding invoices and offer small discounts for immediate payment. Many businesses see 20-30% faster collections with just a phone call. You can also temporarily adjust payment terms for new customers or require deposits on larger orders.

Slow down cash going out: Negotiate extended payment terms with suppliers—most vendors prefer this to losing a good customer. Delay non-essential purchases and consider leasing instead of buying equipment. For businesses with good credit, a business line of credit can provide flexible access to funds when needed.

Sometimes you need external funding to bridge gaps. Personal loans can provide quick access to capital, though business-specific options often offer better terms. Many small business owners also use business credit cards for short-term cash flow needs, just be mindful of interest rates.

The goal isn't to avoid all cash flow challenges—that's impossible. It's to see them coming with enough time to handle them strategically rather than reactively. A good forecast gives you that time advantage.

Making Investment and Growth Decisions

Your forecast also reveals opportunities. If you're projecting strong cash surpluses in Weeks 8-12, that might be perfect timing for equipment upgrades or marketing investments.

Use surplus periods to build your emergency fund. High-yield business savings accounts can help your cash reserves work harder while maintaining liquidity.

Consider seasonal patterns for major decisions. Don't launch an expensive marketing campaign right before your slow season unless you've modeled the cash impact carefully.

Once you've got your 13-week cash flow forecast running, you'll spot something amazing—periods where you've got surplus cash sitting around.

This is where smart business owners separate themselves from the pack. Instead of letting extra cash collect dust in a checking account, you can use your forecast to time strategic investments perfectly.

Your forecast shows you exactly when cash surpluses will hit and how long they'll last. See a $15,000 surplus lasting 6 weeks? That's your green light for equipment upgrades or marketing campaigns. But if that surplus drops to $2,000 the following month, you know to hold back.

The key is matching investment timing with cash availability. Your forecast prevents you from making the classic mistake of investing during a cash crunch or missing opportunities during flush periods.

Smart timing can save you thousands in financing costs and stress.

Let's say you need a $10,000 piece of equipment. Your forecast shows you'll have $15,000 surplus in week 8, but you're tight in weeks 4-6. Wait for week 8 and pay cash instead of taking a business loan.

Here's how to use your forecast for major decisions:

• Equipment purchases: Buy during surplus periods to avoid financing charges
• Inventory builds: Stock up before busy seasons when cash flow is strong
• Hiring decisions: Time new hires for when you can handle 3 months of salary costs
• Office expansion: Sign leases when you can cover deposits and setup costs

Your 13-week window gives you enough runway to plan these moves without getting caught short.

Growth is tempting, but cash flow stability keeps you alive.

Consider a restaurant owner who sees strong cash flow in weeks 5-9. She could blow it all on kitchen upgrades, or she could invest $8,000 in equipment and keep $4,000 as a safety net. Guess which approach survives the unexpected health inspection that forces a temporary closure?

Your forecast also helps you evaluate growth opportunities objectively. That new product line might generate $5,000 monthly revenue, but if it requires $15,000 upfront investment during your slow season, the timing's wrong. Wait for a better cash position or find ways to phase the investment.

Remember: The best growth opportunity is staying in business. Use your forecast to grow smart, not fast.

Your forecast becomes a powerful negotiation tool. Banks and suppliers respect businesses that plan ahead.

With suppliers: Show them your forecast to negotiate better payment terms. A 30-day extension during your slow season might prevent late fees and preserve relationships.

With lenders: Present your forecast when applying for business financing. It proves you understand your cash needs and have a plan.

Scenario planning for different conditions:

• Create a "best case" version with 20% higher sales
• Build a "worst case" with 20% lower revenue
• Plan for delayed customer payments extending by one week

This shows stakeholders you've thought through multiple outcomes. Most small business owners can't do this—it sets you apart.

Your forecast isn't set in stone. Update it weekly as actual numbers come in. The goal isn't perfect predictions—it's making informed decisions with the best information you have.

Maintaining Accuracy and Avoiding Common Pitfalls

Even the best forecast is wrong. The goal isn't perfection—it's useful guidance for decision-making.

Update your forecast weekly with actual results. Compare what really happened to what you projected. This isn't about beating yourself up over mistakes—it's about improving your predictions.

Regular Updates and Monitoring

Every Monday, update the previous week's actuals and adjust future projections based on new information. Did that big client delay their payment? Push it out two weeks in your forecast. Did you land an unexpected project? Add it to the appropriate weeks.

Track your forecast accuracy over time. If you're consistently off by 20% or more, dig into why. Are you being too optimistic? Missing seasonal patterns? Not accounting for collection delays properly?

Your 13-week cash flow forecast isn't a "set it and forget it" tool. It needs weekly attention to stay accurate and useful.

Set aside 30 minutes every Friday to compare your actual cash position with what you projected. Look at the differences between what you expected and what really happened. Did that big client pay on time? Was your inventory order more expensive than planned? These gaps tell you where your assumptions need tweaking.

Update your rolling forecast each week by dropping the completed week and adding a new week at the end. This keeps you looking 13 weeks ahead at all times. If you projected $5,000 in sales for week 3 but only collected $3,500, adjust your future projections based on this new information about customer payment patterns.

Key metrics to track weekly:

• Actual vs projected cash balance
• Collection timing differences
• Unexpected expenses or income
• Changes in customer payment behavior

For example, if customers consistently pay 5 days later than expected, build that delay into all future projections. If your utility bills jumped 20% due to seasonal changes, update the remaining quarters accordingly.

Consider using SuperMoney's banking comparison tools to find accounts that offer better cash flow management features, like early direct deposit or higher interest on your cash reserves.

Scenario planning keeps you prepared:

• Best case: Sales exceed projections by 20%
• Worst case: Major client delays payment by 60 days
• Most likely: Current trends continue with minor variations

Many successful entrepreneurs maintain three versions of their forecast. Sarah, who runs a marketing agency, credits her weekly forecast reviews with helping her spot a cash crunch six weeks early. She secured a business line of credit before she needed it, avoiding expensive emergency financing.

The goal isn't perfect predictions—it's early warnings and better decisions. Your forecast will get more accurate as you learn your business's patterns and refine your assumptions based on real results.

Common Forecasting Mistakes to Avoid

Being overly optimistic about sales timing: That "sure thing" deal might close next quarter, not next week. Build in realistic probabilities for uncertain revenue.

Forgetting about payment delays: Just because you invoice doesn't mean you get paid immediately. Factor in your actual collection patterns, not your payment terms.

Ignoring seasonal variations: Most businesses have predictable ups and downs. Don't project steady growth if your industry has natural cycles.

Underestimating irregular expenses: Annual renewals, quarterly taxes, and unexpected repairs happen. Build in buffers for the unknown unknowns.

The biggest trap small business owners fall into? Being overly optimistic about when money will actually hit their bank account.

You might close a $10,000 deal in week 3, but if your customer typically pays in 45 days, that cash won't show up until week 9 or 10. Many entrepreneurs forecast the sale date instead of the payment date. This creates a dangerous gap between what you expect and what actually happens.

Here's what trips up most business owners:

• Seasonal blindness - Forgetting that December sales might drop 40% while January rent stays the same
• The "everything goes perfectly" syndrome - Assuming no late payments, no equipment breakdowns, no surprise expenses
• Mixing up invoicing with cash flow - Just because you sent an invoice doesn't mean you got paid

Your customers have their own cash flow challenges. That "net 30" on your invoice often becomes net 45 or net 60 in practice.

Track your actual collection periods for the past six months. If you discover customers typically pay in 42 days instead of 30, use 42 days in your forecast. This single adjustment can prevent major cash crunches.

Small businesses using business financing often get caught off guard because they base projections on best-case scenarios instead of historical reality.

Most forecasts handle monthly rent and utilities just fine. Where they break down? Those sneaky irregular expenses that pop up every few months.

Insurance premiums, equipment maintenance, tax payments, annual software licenses - these can torpedo an otherwise solid forecast. Create a separate list of all annual and quarterly expenses, then spread them across your 13-week timeline.

Smart business owners don't just build one forecast—they build three. Create a "best case," "most likely," and "worst case" scenario for your 13-week period.

Your worst-case scenario should assume sales drop 20-30% and major customers pay 30 days late. This isn't pessimism—it's preparation. If you can survive your worst-case scenario, you'll sleep better at night.

The best-case version might include that big contract you're negotiating or seasonal sales bump you're expecting. Use this for planning growth investments or major purchases.

Most of your decisions should be based on the most likely scenario, but knowing your range helps you react faster when things change.

Watch for these warning signs that your assumptions are off track:

Your actual cash balance is consistently 20%+ different from projections. This means your underlying assumptions about sales timing, customer payments, or expenses need adjusting.