Profit on paper means nothing if cash isn't there when you need it. We help you forecast, time and buffer your cash so one surprise never derails the whole operation.
No matter how profitable you look on paper, if cash isn't arriving when you need it, you can't pay bills, meet payroll, or seize an opportunity the moment it appears. Effective cash-flow management isn't just bookkeeping — it's about timing, forecasting, and building a buffer so a single unexpected expense never derails your operation.
You can post a healthy net profit at year-end and still run out of cash mid-quarter. Profit is an accounting result; cash is what actually pays the rent. With positive cash flow you can invest in equipment, fund a marketing push, or hire key talent the moment the opportunity arises. A healthy buffer also protects you against late-paying clients, seasonal slowdowns and sudden price hikes from suppliers.
Picture this: you've invoiced a client ₪50,000, but payment is due in 45 days. Meanwhile a ₪30,000 rent increase lands on your next statement. Without cash on hand, you cover it with high-interest credit or push other bills into arrears — and one day of poor timing triggers a domino effect of penalties, strained vendor relationships, and in the worst case, frozen accounts.
Your working-capital cycle measures how fast cash turns from an outlay back into an inflow. Three ratios tell the story: Days Sales Outstanding (how long customers take to pay you), Days Payable Outstanding (how long you can safely delay paying suppliers), and inventory turnover for product businesses. By accelerating receivables while extending payables within your contractual terms, we smooth out the peaks and valleys in your cash position.
We put a practical, repeatable system around your cash so you're never reacting to a surprise. That starts with a rolling forecast and ends with dashboards that flag trouble before it arrives.
We track the Cash Conversion Cycle (DSO plus inventory days, minus DPO), Free Cash Flow (operating cash flow minus capital spend), and your Current Ratio (current assets over current liabilities). Visualising these together turns cash flow from a reactive chore into a strategic advantage. For the wider economic backdrop — interest rates and credit conditions that affect your cost of borrowing — we keep an eye on guidance from the Bank of Israel.
Profit is an accounting result measured over a period; cash flow is the actual money moving in and out day to day. You can be profitable on paper and still run short of cash mid-quarter, which is why we manage the timing of receipts and payments, not just the bottom line.
We recommend a rolling forecast of at least 13 weeks, updated weekly. That horizon is long enough to spot a shortfall while there's still time to act — by chasing a receivable, delaying a non-urgent expense, or drawing on a reserve.
As a rule of thumb, aim for one to two months of average operating expenses held in a liquid, high-yield account. The exact figure depends on how seasonal your revenue is and how reliably your clients pay — we'll size it with you.
Don't wait until a big bill bounces or an opportunity slips away. Let's build the forecast, the buffer and the dashboards that keep your business moving.