Audit and Review Readiness
Assess whether your trial balance, reconciliations, schedules, contracts, controls, and prepared-by-client package are ready for external accountants.
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For owners, founders, and finance leaders
Cash Flow and Runway Assessment
Identify near-term cash pressure, working-capital causes, and the information needed for a realistic thirteen-week cash plan.
5 guided steps
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Official guidance links
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Your free guided checker
Answer a few quick questions below. It is private - nothing is submitted or stored - and takes about a minute.
Informational business diagnostic only; not accounting, audit, tax, legal, investment, lending, or valuation advice.
The questions this tool walks you through
Here is what the checker asks and why each step matters. Prefer to talk it through? Contact us and we will help directly.
Is the business currently generating positive operating profit - revenue covering all operating costs, before owner draws and financing?
This separates a cash-timing problem from a profitability problem; a business can be profitable and still run out of cash, and vice versa.
Use the interactive tool above to see how this applies to your situation.
Official guidance: SBA guidance for managing finances
On realistic collection and payment timing, could available cash - including undrawn credit lines - drop below the minimum you need to operate at any point in the next thirteen weeks?
Runway is measured against your floor, not zero; count committed payroll, tax, and debt payments and only cash you can realistically collect in time.
Move to weekly cash management now - a profitable business can still fail on timing.
Official guidance: SBA guidance for managing finances
Is a large share of your cash tied up in unpaid customer invoices or in inventory sitting on the shelf - slow receivables or a heavy stock position?
When customers pay slower than you pay suppliers, growth consumes cash; profit shows on paper while the bank balance falls.
Attack the cash conversion cycle - collections and payment timing, not cost cuts.
Official guidance: SBA guidance for managing finances
Do you already run a rolling thirteen-week cash forecast that is refreshed against actual bank activity every week?
A living forecast - updated weekly and reconciled to what actually happened - is what turns cash from a monthly surprise into a managed number.
Extend the forecast with downside scenarios and a target cash buffer. Build a rolling thirteen-week cash forecast as your core planning tool.
Official guidance: SBA guidance for managing finances
On realistic collection and payment timing, could available cash - including undrawn credit lines - drop below the minimum you need to operate at any point in the next thirteen weeks?
When the business is losing money at the operating level, a near-term cash shortfall is both more likely and more dangerous - the gap does not self-correct.
Run weekly cash management and fix the operating loss in parallel. Treat this as a margin and cost problem, not a cash problem.
Official guidance: SBA guidance for managing finances
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