This course prepares owners and managers to finance growth without losing control of cash. It covers how profit differs from cash, how working capital ties up money in stock, debtors, and creditors, and how credit given and credit taken should be managed so that expansion does not create a cash crisis.
Participants learn to read the cash position, forecast cash needs, set credit terms that the business can afford, and decide which growth the cash and the working capital can support. The emphasis is on decisions managers can take from the information they have. The course supports sound financial management. It is not a substitute for regulated financial or insolvency advice, and it does not teach methods for concealing cash problems or for misrepresenting the ability to pay.
1. Why profit does not equal cash in the bankn2. Timing: when cash is received and when it is paidn3. How growth increases the need for working capitaln4. Overtrading: expanding faster than cash allowsn5. The questions management should ask about cash each monthn6. Workshop: Tracing a simple sale from order to cash and marking where cash is tied up
1. Stock: what is needed, what is excess, and what is obsoleten2. Debtors: money owed by customersn3. Creditors: money owed to suppliersn4. The cash conversion cyclen5. Seasonal businesses and working-capital peaksn6. Workshop: Calculating a simple cash conversion picture and identifying the largest tie-up
1. Receipts, payments, and the opening cash balancen2. Operating cash versus investment and financing cashn4. A short-term forecast management can updaten5. Sensitivity: late customers, higher stock, or a delayed receiptn6. Using the forecast to decide what cannot yet be spentn7. Workshop: Building a three-month cash forecast and testing one adverse change
1. Customer credit terms, limits, and who may approve themn2. Credit assessment at a management leveln3. Invoicing, collection, and overdue accountsn4. Supplier terms and the true cost of extended creditn5. Discounts for early payment: when they help cashn6. Bad-debt signs and when to stop supplyingn7. Workshop: Reviewing a debtor list and setting collection priorities and credit limits
1. Growth that working capital can supportn2. Internal release of cash: stock, debtors, and payment timingn3. External working-capital finance at a management level: overdraft, invoice finance, and supplier creditn4. Covenants and the risk of relying on short-term facilitiesn5. Monthly cash routines and who is accountablen6. Capstone: Present a cash and working-capital plan covering the forecast, the credit policy, the actions to release cash, and the growth the business can afford
Training a team? Request private delivery at your workplace or online, tailored to your priorities. We’ll confirm the scope, dates and fees in your proposal.
Tell us what your organisation needs. The Komatek Academy team can discuss group pricing, preferred dates, delivery format and tailored course content.
Typically replies within a day