Cash Flow Management Checklist

Log into each bank and sweep account, pull the prior business-day closing balance, and tie to the GL cash accounts in QBO or Sage Intacct. Note any in-transit ACH or wires not yet posted to either side.

Roll the model forward one week in Float, Dryrun, or the firm's Excel template. Replace forecasted receipts and disbursements with actuals for the closed week, then refresh the next 13 weeks based on current A/R and A/P aging plus payroll calendar.

Flag any line with variance greater than 10% or $25K. Common drivers: a customer paid early or late, a vendor invoice landed in a different week, or payroll timing shifted across a bank holiday.

Find the lowest projected balance across the next 13 weeks. If it falls below the line of credit covenant minimum or the board-approved operating floor, escalate to the next step.

Pull A/R aging from QBO or Sage Intacct grouped 0-30 / 31-60 / 61-90 / 90+. Tie the total to GL receivables; investigate any difference before working the report.

Confirm the project manager or account lead has signed off on deliverables before invoicing. Late billing is the single biggest controllable lever on DSO.

Call each past-due account, document the promised pay date in the customer record, and escalate accounts past 90 days to the partner or controller. Suspend new credit on accounts at 90+ unless approved.

Pull D&B or Experian Business reports for new customers requesting terms above $5K. Set initial credit limit at 50% of recommended exposure for the first two billing cycles.

Pull A/P aging from Bill.com or the GL. Stage the proposed check run by due date, prioritizing payroll taxes, rent, and vendors with stop-shipment leverage. Flag invoices missing W-9s before scheduling payment.

Match PO + receiving doc + vendor invoice on every inventory or capital-equipment bill before approving for payment. Variance over $500 routes to the purchasing manager for resolution.

2/10 net 30 = ~36% APR — take the discount whenever cash position allows. Skip when projected minimum cash is tight; the LOC carry cost may exceed the discount value.

Route the proposed payment batch through Bill.com or Ramp for CFO/owner approval. Maintain dual-control on any wire over $10K and on all new-payee ACH setups to prevent payment fraud.

Reserve target is typically 3-6 months of fixed operating expenses for SMBs. Calculate from the trailing 6-month average opex (rent, payroll, debt service) and compare to the dedicated reserve account balance.

Move cash above the operating account ceiling into the sweep, money market, or short-duration Treasury ladder per the board-approved investment policy. Keep maturities staggered so liquidity matches the 13-week forecast.

Compare GL opex by department against the approved budget. Drill into any line over 10% unfavorable; common culprits are software seat creep, professional fees, and travel.

Pull the credit card and Ramp transaction history for recurring vendors. Flag tools with under 50% seat utilization or duplicates (two project-management tools, three e-sign vendors). Cancel or right-size before the next renewal date.

Look at gross margin by service line or product SKU. Flag any line with margin compression vs. the prior quarter and surface to the CFO for pricing or cost-of-delivery discussion.

Package includes: cash position summary, 13-week forecast, A/R and A/P aging, DSO/DPO trend, opex variance, and management commentary. Use Fathom or Spotlight Reporting for the visuals.