{"text_format":"3","workbook":"xlsx","n_sheets":2,"sheets":["13-Week Cash Flow","Instructions"],"read":"whole","date_system":"1900"}

{"sheet":"13-Week Cash Flow","index":0,"n_rows":41,"n_cols":15,"rows_kept":41}
["NEXT TIER CFO"]
["13-Week Rolling Cash Flow Forecast"]
["Instructions: Update actuals weekly and roll forward one week"]
[]
["Category","Week 1","Week 2","Week 3","Week 4","Week 5","Week 6","Week 7","Week 8","Week 9","Week 10","Week 11","Week 12","Week 13","Total"]
[null,"02/23 - 03/01","03/02 - 03/08","03/09 - 03/15","03/16 - 03/22","03/23 - 03/29","03/30 - 04/05","04/06 - 04/12","04/13 - 04/19","04/20 - 04/26","04/27 - 05/03","05/04 - 05/10","05/11 - 05/17","05/18 - 05/24"]
["CASH RECEIPTS"]
["Collections from AR"]
["Cash sales"]
["Other operating receipts"]
["Total Cash Receipts"]
[]
["CASH DISBURSEMENTS"]
["Payroll & benefits"]
["Rent & occupancy"]
["Vendor payments (AP)"]
["Inventory/materials purchases"]
["Utilities"]
["Professional fees"]
["Insurance"]
["Taxes"]
["Other operating expenses"]
["Total Operating Disbursements"]
[]
["Capital expenditures"]
["Debt service (principal & interest)"]
["Owner distributions"]
["Total Non-Operating Disbursements"]
[]
["Total Cash Disbursements"]
[]
["NET CASH FLOW"]
[]
[]
["CASH POSITION"]
["Beginning cash balance"]
["Net cash flow"]
["Ending cash balance"]
[]
["Minimum cash required"]
["Cash surplus / (shortfall)"]

{"sheet":"Instructions","index":1,"n_rows":47,"n_cols":1,"rows_kept":47}
[]
["PURPOSE"]
["This 13-week rolling cash flow forecast helps you predict cash inflows and outflows over the next 90 days."]
["It provides week-by-week visibility into your liquidity position so you can make better decisions about"]
["spending, timing, and growth."]
[]
["HOW TO USE THIS TEMPLATE"]
[]
["1. Start with your current cash balance in \"Beginning cash balance\" for Week 1."]
[]
["2. Fill in expected cash receipts:"]
["   - Collections from AR: Use aging reports and historical collection patterns"]
["   - Cash sales: Project based on typical weekly volume"]
["   - Other receipts: Include refunds, rebates, or other cash in"]
[]
["3. Fill in expected cash disbursements:"]
["   - Use payroll schedule for payroll & benefits"]
["   - Use vendor terms and AP aging for vendor payments"]
["   - Include all fixed obligations (rent, insurance, debt service)"]
["   - Factor in planned capital expenditures"]
[]
["4. Set your minimum cash required (typically 1-2 weeks of operating expenses)."]
[]
["5. Update weekly:"]
["   - Replace forecast with actuals for completed weeks"]
["   - Roll forward by dropping oldest week and adding new week"]
["   - Refine assumptions based on actual results"]
[]
["KEY METRICS TO MONITOR"]
[]
["- Cash surplus / (shortfall): Should stay positive; negative indicates potential liquidity issue"]
["- Trend in ending cash: Growing, stable, or declining?"]
["- Variance between forecast and actuals: Large variances indicate need to refine assumptions"]
[]
["TIPS FOR ACCURACY"]
[]
["- Use actual customer payment patterns, not invoice terms"]
["- Factor in seasonality and monthly/quarterly patterns"]
["- Include timing of large one-time items (tax payments, bonuses, equipment purchases)"]
["- Build in 10-15% buffer on disbursements for unexpected items"]
["- Review with operations weekly to catch changes early"]
[]
["QUESTIONS?"]
["Contact Rusty Bayles at Next Tier CFO"]
["Email: rjbayles@NextTierCFO.com"]
["Web: www.nexttiercfo.com"]
["LinkedIn: linkedin.com/in/rustybayles"]