Services Work with us Who We ServeFranchise AboutResourcesContact Search and leadership ↗
Home / Resources / EOS / Cash

A 13-week cash forecast for your L10

Profit and cash rarely move on the same timeline. A rolling 13-week cash forecast gives your leadership team a forward number worth bringing to every weekly meeting, and it's simpler to build than most expect.

In short
  • A 13-week cash forecast projects cash in, cash out, and ending balance for one quarter.
  • The projected 13-week ending balance is an excellent leading Scorecard measurable.
  • A profitable company can still run out of cash; the forecast makes that gap visible before it bites.

Many EOS companies track revenue and profit closely but fly nearly blind on cash timing, the thing that actually determines whether payroll clears and whether you can fund a Rock. A rolling 13-week cash forecast fixes that, and it belongs in the L10 conversation.

Why 13 weeks?

Thirteen weeks is one quarter, far enough ahead to see trouble while you can still act, close enough to stay accurate. It maps cleanly onto the EOS quarterly rhythm.

What does a 13-week cash forecast show?

Which cash number belongs on your Scorecard?

You put one number on the Scorecard: projected cash balance 13 weeks out. It's leading, not lagging. When it dips below a threshold, it becomes an Issue to solve while you still have runway.

A profitable company can still run out of cash. Profit is recognized when earned; cash moves when it changes hands, and the gap, sitting in receivables and payables, is what the 13-week view makes visible before it bites.

How do you build one without over-engineering it?

  1. Start with today's actual cash balance.
  2. List expected collections by week from real receivables.
  3. List expected payments by week, payroll, vendors, taxes, debt.
  4. Carry the ending balance forward each week.
  5. Update weekly, rolling the window forward.

The first version is rough; the discipline of weekly updates makes it accurate within a quarter.

Free tool

Where does your finance function stand?

Eight questions, scored instantly. Nothing saved.

Take the diagnostic

Also worth reading

Where this leaves your own numbers

If the close lands late, the Scorecard is an estimate, or nobody owns the numbers between L10s, that is the gap the finance seat fills. Start with the readiness check, or talk it through with us.

Book a consult →

Next in the library

These pages are meant to be read in order, and each one assumes the one before it.

Start anywhere

Outside the EOS frame

If you want this done for you

What happens next

The close, the Scorecard and the cash forecast all need somebody accountable for them between L10s. That is what the finance seat is, and it is what we do.

  1. The call, twenty minutesYou describe the business and where the numbers are letting you down. We tell you honestly whether we can help, and what we would start with. No pitch deck.
  2. We look at the fileYou give us read access to the books as they are. We come back with what is wrong, what it will take to fix, and whether the answer is bookkeeping, controller work, or something else.
  3. A written scope and a priceWhat we do each month, what you get, the date it lands, and the fee. Agreed before anything starts, and it does not move without you agreeing it.
  4. Transition, then the first closeAccess, systems, and the opening balances. The first close lands on the date in the scope, and every one after it does too.

Averan is not a CPA firm and does not file taxes. Your CPA keeps that, and we keep the books they file from.