“The most dangerous poison is the feeling of achievement. The antidote is to every evening think what can be done better tomorrow.“
—Ingvar Kamprad, IKEA founder
General Requirements (takes about 5-minutes or less to apply online)
680 FICO score (Transunion or Experian FICO model 8.0 or similar)
Less than -15% operating loss in the last year of business
Last 2-Years of filed Business Tax Returns; Last 1-Year of filed Personal Tax Returns
Last 3-months of bank statements; copy of Driver’s License
Mastering Your Business Cash Flow Statement
As a small business owner, you're juggling a dozen tasks at once.
Sales, marketing, operations, customer service – the list is endless.
Amidst this whirlwind, financial statements can sometimes feel like a chore.
But if there's one financial report that deserves your prime attention, it's the Cash Flow Statement.
It's the lifeblood of your business, offering a clear view of how your company has generated and used cash over a defined period.
Why Cash Flow is More Than
Just Your Bank Balance
● What is Cash Flow, Really? (Beyond Just Bank Balance)
Your bank balance tells you how much cash you have right now. But cash flow tells the story of how you got there and where it's likely to go. It tracks the movement of cash both into (inflows) and out of (outflows) your business over a specific period. It's dynamic, reflecting the day-to-day operational realities.
● Profit vs. Cash: The Critical Distinction Many Miss
This is a crucial point that trips up many entrepreneurs. Your income statement might show a healthy profit, but your bank account could be dwindling.
How? Accrual accounting, which most businesses use, records revenues when earned and expenses when incurred, not necessarily when cash changes hands.
You might make a big sale (revenue recognized), but if the customer pays you 90 days later, you don't have that cash yet. Conversely, you might pay for a year's worth of insurance upfront (a cash outflow), but only a portion of that is expensed each month.
Profit is an opinion, cash is a fact.
● The Cash Flow Statement: Your Business's Financial Health Monitor
Think of the Cash Flow Statement as an EKG for your business's financial health. It shows how well your company generates cash to pay its debt obligations, fund its operating expenses, and invest in its future growth. It complements the other two main financial statements:
○ Balance Sheet: A snapshot of your assets, liabilities, and equity at a specific point in time.
○ Income Statement (Profit & Loss): Your financial performance over a period of time, showing revenues, expenses, and profit/loss. The Cash Flow Statement bridges these two, explaining the changes in your cash balance from one balance sheet period to the next.
● Why Small Businesses Especially Need to Master This
Large corporations have teams of accountants.9 As a small business owner, you might be the CEO, CFO, and COO all rolled into one. Understanding your cash flow isn't just good practice; it's essential for survival and growth.
○ Survival: More businesses fail due to lack of cash than lack of profit.
○ Decision Making: Should you hire? Buy new equipment? Take on a new project? Your cash flow provides critical insights.
○ Securing Funding: Lenders and investors scrutinize cash flow statements to assess your ability to repay debts and generate returns.
○ Planning & Budgeting: It helps you anticipate future cash surpluses or shortfalls.
Understanding the Cash Flow Statement:
The Core Components
Before you can prepare one, you need to understand its structure.
The Cash Flow Statement is elegantly simple in its organization, broken down into three main activities that encompass all the ways cash moves through your business.
● The Three Pillars: Operating, Investing, and Financing Activities
Every cash transaction your business undertakes will fall into one of these categories:
1. Cash Flows from Operating Activities (CFO): These are the cash effects of transactions that create revenues and expenses and thus enter into the determination of net income. Think of it as the cash generated from your normal day-to-day business operations – selling your products or services.
2. Cash Flows from Investing Activities (CFI): This section deals with changes in your long-term assets. It includes the purchase or sale of property, plant, and equipment (PP&E), buying or selling investments in other companies, and lending money and collecting on those loans.
3. Cash Flows from Financing Activities (CFF): This section tracks cash flows related to debt, equity, and dividends.14 It includes cash inflows from borrowing money or issuing stock, and cash outflows for repaying loan principal, repurchasing stock, or paying dividends.
● Decoding the Bottom Line: Net Increase/Decrease in Cash
After detailing the cash flows from these three activities, the statement sums them up to show the Net Increase or Decrease in Cash for the period. This figure is then added to your Beginning Cash Balance (from the start of the period) to arrive at your Ending Cash Balance. This ending cash balance must match the cash balance shown on your balance sheet for the same period – a crucial reconciliation step.
● Cash Inflows vs. Cash Outflows: The Basic Equation
Within each of the three sections (Operating, Investing, Financing), you'll report cash inflows (sources of cash) and cash outflows (uses of cash).
○ Inflows: Money coming INTO the business.
○ Outflows: Money going OUT of the business. The net result of inflows minus outflows in each section gives you the net cash provided by (or used in) that activity.
Deep Dive:
Cash Flows from Operating Activities (CFO)
This is arguably the most important section for most small businesses, as it indicates whether your core business operations are generating enough cash to sustain themselves.
● What Are Operating Activities? The Engine Room of Your Business
Operating activities are the principal revenue-producing activities of your enterprise. For a retailer, this is selling goods. For a consultant, it's providing services. Key examples include:
○ Cash Inflows:
■ Cash received from customers for goods sold or services rendered.
■ Cash received from interest and dividends (if these are your principal business).
○ Cash Outflows:
■ Cash paid to suppliers for inventory.
■ Cash paid to employees for salaries and wages.
■ Cash paid for operating expenses (rent, utilities, marketing).
■ Cash paid for interest on loans.
■ Cash paid for income taxes.
● The Two Methods: Direct vs. Indirect (Why Indirect is Often Simpler for SMEs)
There are two ways to calculate and present CFO:
1. Direct Method: This method lists the actual cash inflows and outflows from operations. For example, "Cash received from customers," "Cash paid to suppliers," etc. It's more intuitive to understand but can be more challenging to compile from typical accounting records unless your system is specifically set up for it.
2. Indirect Method: This method starts with Net Income (from your income statement) and adjusts it for non-cash transactions and changes in working capital items. It reconciles net income (accrual basis) to net cash flow from operating activities. Most businesses, especially small ones, find this method easier to prepare using existing financial statements. This article will focus primarily on the Indirect Method.
● Starting Point (Indirect Method): Net Income
If you're using the indirect method, your first line item under Cash Flows from Operating Activities is your Net Income (or Net Loss) taken directly from your Income Statement for the period.
● Key Adjustments: Non-Cash Expenses
Your income statement includes expenses that didn't involve an actual cash outlay during the period. To get to cash flow, these need to be added back to net income.
○ Depreciation Expense: When you buy a big piece of equipment, you typically "expense" a portion of its cost over its useful life via depreciation. This reduces your taxable income but doesn't mean cash left your account that month for depreciation. So, you add it back.
○ Amortization Expense: Similar to depreciation, but for intangible assets (like patents or goodwill).25 This is also a non-cash expense and is added back.
○ Gains/Losses on Sale of Assets: If you sold an old truck for more than its book value (original cost less accumulated depreciation), that gain is included in your net income.26 However, the full cash proceeds from the sale are an investing activity. To avoid double-counting and to properly classify, the gain is subtracted from net income here (the full cash proceeds will be shown in CFI). Conversely, a loss on sale is added back.
● Adjustments: Changes in Current Assets (Working Capital)
Working capital accounts (current assets and current liabilities) often have different cash impacts than their income statement effects.
○ Accounts Receivable (A/R): If your A/R increased during the period, it means you made sales on credit that you haven't collected cash for yet. So, an increase in A/R is subtracted from net income (you recognized revenue, but didn't get the cash). A decrease in A/R means you collected more cash than your current period's credit sales, so it's added back.
○ Inventory: If your Inventory increased, you spent cash to buy or produce more goods than you sold. This cash outflow isn't reflected in the cost of goods sold for that new inventory yet. So, an increase in inventory is subtracted from net income. A decrease in inventory means you sold more than you bought, freeing up cash, so it's added back.
○ Prepaid Expenses: If your Prepaid Expenses (like prepaid rent or insurance) increased, you paid cash for expenses that haven't hit your income statement yet. So, an increase is subtracted. A decrease means an expense recognized on the income statement was paid for in a prior period, so it's added back.
● Adjustments: Changes in Current Liabilities (Working Capital)
○ Accounts Payable (A/P): If your A/P increased, it means you incurred expenses or bought goods but haven't paid cash for them yet. This effectively conserved cash. So, an increase in A/P is added to net income. A decrease in A/P means you paid off more obligations than you incurred in the period, so it's subtracted.
○ Accrued Expenses (e.g., Salaries Payable, Interest Payable): If your Accrued Expenses increased, you recognized expenses (like salaries earned by employees) but haven't paid them in cash yet. This is an add-back. A decrease means you paid cash for expenses accrued in a prior period, so it's a subtraction.
○ Income Taxes Payable: An increase is added back; a decrease is subtracted.
The sum of net income and all these adjustments gives you your Net Cash Flow from Operating Activities.
General Requirements (takes about 5-minutes or less to apply online)
680 FICO score (Transunion or Experian FICO model 8.0 or similar)
Less than -15% operating loss in the last year of business
Last 2-Years of filed Business Tax Returns; Last 1-Year of filed Personal Tax Returns
Last 3-months of bank statements; copy of Driver’s License
Deep Dive:
Cash Flows from Investing Activities (CFI)
This section focuses on the cash inflows and outflows related to your business's long-term assets.
These activities are crucial for growth and expansion but can also represent significant cash drains if not managed carefully.
● What Are Investing Activities? Building Your Business's Foundation
Investing activities typically involve the purchase or sale of assets that are expected to provide value for more than one year. These are not your day-to-day operational items.
○ Examples:
■ Buying or selling property, plant, and equipment (PP&E) – like vehicles, machinery, buildings, computers.
■ Purchasing or selling investment securities (e.g., stocks or bonds of other companies, if held for investment rather than trading).
■ Lending money to other entities (making loans receivable).
■ Collecting the principal on loans made to others.
● Common Cash Inflows from Investing Activities
These are activities that bring cash into your business through your investment decisions:
○ Sale of Property, Plant & Equipment (PP&E): If you sell an old delivery van, the cash received is an inflow here.
○ Sale of Investment Securities: If you sell stocks or bonds you were holding as an investment.
○ Collection of Principal on Loans Made to Others: If you previously loaned money to another entity and they are now repaying the principal. (Note: Interest received on these loans may be classified under operating or investing activities, depending on the nature of your business and accounting policy – consistency is key. For many non-financial businesses, interest received is often CFO).
● Common Cash Outflows from Investing Activities
These are activities that use cash from your business for investment purposes:
○ Purchase of Property, Plant & Equipment (PP&E): Buying a new machine, office building, or computer systems. This is often a major cash outlay for growing businesses.
○ Purchase of Investment Securities: Buying stocks or bonds of other companies.
○ Making Loans to Other Entities: Lending money to another party.
Linking CFI to Your Business's Growth Strategy
A healthy, growing business will often show a net negative cash flow from investing activities. This isn't necessarily bad! It usually means the company is investing in its future by acquiring new assets (PP&E) that will help generate more revenue down the line.
However, it's essential to ensure these investments are strategic and that the business has sufficient cash from operations or financing to cover them.
Conversely, a company consistently selling off assets (positive CFI) might be downsizing or, in a worst-case scenario, liquidating assets to stay afloat.
Deep Dive:
Cash Flows from Financing Activities (CFF)
This section details how your business is funded – through debt, equity, and returns to owners/shareholders. It shows how you raise capital and how you repay your investors and lenders.
● What Are Financing Activities? Funding Your Operations and Growth
Financing activities involve transactions with your owners and creditors.
They relate to your long-term liabilities and equity.
○ Examples:
■ Taking out or repaying bank loans.
■ Issuing or repurchasing your company's stock (if you're incorporated).
■ Paying dividends to shareholders.
■ Owner contributions (for sole proprietorships/partnerships).
■ Owner draws/distributions.
● Common Cash Inflows from Financing Activities
These activities bring cash into your business from external funding sources:
○ Proceeds from Issuing Debt: When you take out a new loan from a bank or other lender, the principal amount received is a cash inflow.
○ Proceeds from Issuing Equity: If your company sells shares of its stock to investors (for corporations). For sole proprietorships or partnerships, this would be cash contributions from owners.
● Common Cash Outflows from Financing Activities
These activities represent cash leaving your business to service debt or provide returns to owners:
○ Repayment of Debt Principal: When you make loan payments, the portion that goes towards reducing the principal amount of the loan is a cash outflow here. (The interest portion of the payment is typically classified under operating activities).
○ Payment of Dividends: If your corporation pays dividends to its shareholders.
○ Repurchase of Company Stock (Treasury Stock): If your company buys back its own shares from the market.
○ Owner Withdrawals/Distributions: For sole proprietorships or partnerships, when owners take cash out of the business.
● Understanding Your Capital Structure Through CFF
The CFF section provides insights into your company's financing strategy.
Are you relying more on debt or equity?
Are you consistently paying down debt?
Are you able to provide returns to owners?
A business might have positive CFF if it's taking on debt or equity to fund expansion (which would likely correspond with negative CFI for new asset purchases).
Conversely, a mature business might show negative CFF as it repays debt and distributes profits to owners.
Preparing Your Cash Flow Statement:
A Step-by-Step Guide (Indirect Method Focus)
Now for the practical part: actually creating the statement.
We'll focus on the indirect method for operating activities, as it's most common for small businesses.
● Gather Your Financial Documents: Your Starting Kit
You'll need the following:
1. Income Statement for the Period: This provides your Net Income, which is the starting point for the indirect method of CFO. It also helps identify non-cash expenses like depreciation.
2. Comparative Balance Sheets: You need balance sheets for the beginning and end of the period covered by the cash flow statement (e.g., Balance Sheet as of Dec 31, 2023, and Balance Sheet as of Dec 31, 2024, for a 2024 Cash Flow Statement). These are essential for calculating the changes in asset and liability accounts needed for all three sections.
3. Additional Information (Optional but helpful): Details on sales/purchases of assets, new loan agreements, dividend payments, etc., can be found in your general ledger or other company records.
● Step 1: Calculate Net Cash from Operating Activities (Indirect Method)
○ A. Start with Net Income: Take this figure directly from your Income Statement for the period.
○ B. Add Back Non-Cash Expenses:
■ Find Depreciation Expense on your Income Statement and add it back.
■ Find Amortization Expense (if any) and add it back.
○ C. Adjust for Gains/Losses on Sale of Assets:
■ If your Income Statement shows a Gain on Sale of Assets, subtract it here.
■ If it shows a Loss on Sale of Assets, add it back here.
○ D. Adjust for Changes in Current Operating Assets:
■ Accounts Receivable: (Ending A/R - Beginning A/R). If positive (increase), subtract from Net Income. If negative (decrease), add to Net Income.
■ Inventory: (Ending Inventory - Beginning Inventory). If positive (increase), subtract. If negative (decrease), add.
■ Prepaid Expenses: (Ending Prepaid Expenses - Beginning Prepaid Expenses). If positive (increase), subtract. If negative (decrease), add.
○ E. Adjust for Changes in Current Operating Liabilities:
■ Accounts Payable: (Ending A/P - Beginning A/P). If positive (increase), add to Net Income. If negative (decrease), subtract from Net Income.
■ Accrued Expenses: (Ending Accrued Expenses - Beginning Accrued Expenses). If positive (increase), add. If negative (decrease), subtract.
■ Income Taxes Payable: (Ending Income Taxes Payable - Beginning Income Taxes Payable). If positive (increase), add. If negative (decrease), subtract.
○ F. Sum it All Up: Net Income +/- all the adjustments above = Net Cash from Operating Activities.
● Step 2: Calculate Net Cash from Investing Activities
Examine the changes in your long-term asset accounts on the comparative Balance Sheets and any supporting records:
○ Cash Inflows:
■ Proceeds from sale of Property, Plant & Equipment (PP&E): What cash did you actually receive?
■ Proceeds from sale of investments.
■ Collections of principal on loans made to others.
○ Cash Outflows:
■ Purchase of PP&E: How much cash did you spend? (Note: If you bought an asset with a loan, only the cash down payment appears here; the loan itself is a financing activity).
■ Purchase of investments.
■ Making loans to others.
○ Sum Inflows and Subtract Outflows = Net Cash from Investing Activities.
● Step 3: Calculate Net Cash from Financing Activities
Examine changes in your long-term liability and equity accounts on the comparative Balance Sheets and other records:
○ Cash Inflows:
■ Proceeds from new loans taken out (debt issued).
■ Proceeds from issuing shares (equity issued) or owner capital contributions.
○ Cash Outflows:
■ Repayment of loan principal (not interest).
■ Payment of dividends or owner withdrawals.
■ Repurchase of company stock (treasury stock).
○ Sum Inflows and Subtract Outflows = Net Cash from Financing Activities.
● Step 4: Calculate Net Change in Cash & Reconcile
○ A. Calculate Net Increase/Decrease in Cash: Net Cash from Operating Activities +/- Net Cash from Investing Activities +/- Net Cash from Financing Activities = Net Increase (or Decrease) in Cash
○ B. Reconcile: Net Increase (or Decrease) in Cash
■ Cash Balance at Beginning of Period (from your beginning Balance Sheet) = Cash Balance at End of Period This final "Cash Balance at End of Period" must match the cash figure on your Balance Sheet for the end of the period. If it doesn't, you'll need to re-check your calculations. Common errors include missing an adjustment, misclassifying an item, or arithmetic mistakes.
Analyzing Your Cash Flow Statement:
What Are the Numbers Telling You?
Preparing the statement is half the battle; understanding it is where the real value lies.
● Positive vs. Negative Flows in Each Section: Good or Bad?
○ Operating Activities (CFO): Ideally, this should consistently be positive. It means your core business is generating more cash than it's using. A persistent negative CFO is a major red flag, suggesting the business isn't self-sustaining.
○ Investing Activities (CFI): Often negative for growing businesses as they invest in assets. This is good if the investments are sound. Consistently positive CFI might mean the company is selling off assets, which could be for strategic reasons or due to financial distress.
○ Financing Activities (CFF): Can be positive or negative. Positive CFF might mean taking on debt or equity for expansion. Negative CFF might mean repaying debt or returning cash to owners, which can be positive signs of financial health.
● Key Ratios & Metrics from Your Cash Flow Statement
○ Operating Cash Flow Ratio: (Cash Flow from Operations / Current Liabilities). This measures your ability to pay off current debts with cash generated from operations. A ratio above 1.0 is generally good.
○ Free Cash Flow (FCF): This is a crucial metric. FCF = Cash Flow from Operations - Capital Expenditures (found in CFI, these are purchases of PP&E). FCF represents the cash available to the company after maintaining its asset base, which can be used for expansion, debt repayment, dividends, or building a cash reserve. Positive and growing FCF is highly desirable.
○ Cash Flow Coverage Ratio: (Cash Flow from Operations / Total Debt).57 Shows ability to cover total debt.
○ Cash Flow Margin: (Cash Flow from Operations / Net Sales) * 100%. How much cash is generated for every dollar of sales.
● Trend Analysis: Looking at Cash Flow Over Time
Don't just look at one period in isolation. Compare your cash flow statements month-over-month and year-over-year.
○ Is your CFO growing?
○ Are investment levels sustainable?
○ How is your debt changing? Trends provide much deeper insights than a single snapshot.
● Early Warning Signs: Identifying Potential Cash Crunches
○ Declining CFO: If your operations are consistently generating less cash.
○ Negative CFO: Your core business is losing cash.
○ Increasing Reliance on Financing for Operations: If you're borrowing money just to cover day-to-day expenses.
○ High Capital Expenditures with Low CFO: Investing heavily without strong operational cash flow to support it.
○ Rapidly Decreasing Cash Balance: The most obvious sign.
● Using Cash Flow Insights for Better Decision-Making
○ Expansion: Can we afford to open a new location or launch a new product line?
○ Hiring: Do we have the cash flow to support new salaries?
○ Equipment Purchases: Is it better to lease or buy, based on current and projected cash?
○ Debt Management: Can we take on more debt, or should we focus on repayment?
○ Pricing & Credit Policies: If CFO is weak, do we need to adjust pricing or tighten credit terms to get cash in faster?
Common Pitfalls and Best Practices
for Small Businesses
Navigating cash flow statements can be tricky.
Here are some common mistakes to avoid and best practices to adopt.
● Mistake 1: Confusing Profit with Cash (Again!)
Worth repeating. Your income statement might show you're profitable, but if your customers aren't paying on time, or you've invested heavily in inventory, you could run out of cash.
● Mistake 2: Ignoring Non-Cash Transactions Incorrectly
Forgetting to add back depreciation or mishandling gains/losses on asset sales are common errors when using the indirect method for CFO.
● Mistake 3: Incorrect Classification of Activities
○ Putting interest paid in financing instead of operating.
○ Including the entire proceeds of an asset sale in operating activities instead of just the gain/loss adjustment (with the full proceeds in investing).
○ Classifying owner withdrawals or contributions incorrectly.
● Mistake 4: Not Reconciling with Cash Balance
The ending cash balance on your Cash Flow Statement must match the cash balance on your Balance Sheet. If it doesn't, there's an error somewhere that needs to be found and fixed. This reconciliation is a vital accuracy check.
● Mistake 5: Only Preparing it Annually
Annual preparation is too infrequent to manage cash effectively. You'll miss warning signs and opportunities.
● Best Practice: Prepare it Regularly (Monthly is Ideal)
For small businesses, reviewing cash flow monthly provides timely insights and allows for quicker adjustments. If your business has very tight cash cycles, even weekly cash flow monitoring might be necessary.
● Best Practice: Use Accounting Software
Modern accounting software (e.g., QuickBooks, Xero, Wave) can automate much of the process of generating a cash flow statement, especially if your chart of accounts is set up correctly and transactions are categorized accurately. They often default to the indirect method.
● Best Practice: Maintain Accurate and Up-to-Date Bookkeeping
The statement is only as good as the data going into it. Ensure your bookkeeping is meticulous. Reconcile bank accounts and credit card statements promptly.
● Best Practice: Understand the "Why" Behind the Numbers
Don't just generate the report. Dig into what the numbers mean for your business. If CFO is down, find out why. Are sales declining? Are receivables aging? Are expenses up?
● Best Practice: Seek Professional Advice When Needed
If you're struggling, or if your business is becoming more complex, don't hesitate to consult with a bookkeeper, accountant, or fractional CFO. Their expertise can be invaluable.
General Requirements (takes about 5-minutes or less to apply online)
680 FICO score (Transunion or Experian FICO model 8.0 or similar)
Less than -15% operating loss in the last year of business
Last 2-Years of filed Business Tax Returns; Last 1-Year of filed Personal Tax Returns
Last 3-months of bank statements; copy of Driver’s License
Beyond the Statement:
Proactive Cash Flow Management
The Cash Flow Statement is a historical report.
Its true power comes when you use its insights to manage your cash proactively and look to the future.
● Cash Flow Forecasting: Your Financial Crystal Ball
Once you understand your past cash flows, you can start projecting future cash flows. A cash flow forecast estimates your upcoming cash inflows and outflows, usually on a weekly or monthly basis for the next 3-12 months.
○ How to Create a Simple Forecast:
1. Start with your current cash balance.
2. Estimate cash inflows: project sales (cash sales and collections from credit sales), asset sales, loan proceeds.
3. Estimate cash outflows: payments to suppliers, payroll, rent, loan payments, taxes, planned equipment purchases.
4. Calculate the net cash flow for each period and the projected ending cash balance.
○ This helps you anticipate shortfalls (so you can arrange financing or cut costs) or surpluses (so you can plan investments or debt reduction).
● Strategies to Improve Operating Cash Flow
This is often the first place to focus for sustainable improvement:
○ Accelerate Receivables: Invoice promptly, offer discounts for early payment, follow up on overdue invoices diligently.
○ Manage Inventory Efficiently: Avoid overstocking (ties up cash), but don't understock (lose sales). Implement Just-In-Time (JIT) principles if appropriate.
○ Negotiate Better Payment Terms with Suppliers: Try to extend your payment cycles where possible without harming relationships.
○ Control Operating Expenses: Regularly review expenses for potential savings.
○ Review Pricing: Ensure your pricing supports healthy cash flow and profitability.
● Managing Investing Cash Flow Wisely
○ Prioritize Capital Expenditures: Invest in assets that will genuinely improve efficiency or increase revenue. Perform a cost-benefit analysis.
○ Consider Leasing vs. Buying: Leasing might offer lower upfront cash outflows for certain equipment.
○ Dispose of Underutilized Assets: Selling assets you no longer need can generate cash.
● Strategic Financing Decisions
○ Maintain a Good Relationship with Lenders: This can be crucial when you need financing.
○ Optimize Your Debt Structure: Refinance high-interest debt if possible.
○ Plan Equity Contributions/Distributions: Understand the cash impact of taking money out or putting money into the business.
● Making Cash Flow a Central Part of Your Business Strategy
Don't treat cash flow management as an afterthought or solely an accounting task. Integrate it into your strategic planning. Every major business decision should be considered through a cash flow lens. Ask: "What is the cash impact of this decision, both short-term and long-term?"
● The Ongoing Journey of Financial Literacy
As a small business owner, continually improving your financial literacy is one of the best investments you can make in your business and yourself.
Understanding the Cash Flow Statement is a cornerstone of that literacy. It empowers you to make informed decisions, navigate challenges, and steer your business towards sustainable success.
Cash is king, and with this knowledge, you're better equipped to protect your throne.
We can help you Navigate through the Small Business Financing maze.
The sooner you act, the more options you’ll have.
Schedule a consultation today and take the first step toward saving your business and your future.
Remember, more business debt isn’t the answer. A more effective business strategy is.
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Bernarsky Advisors
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