Growth is only useful when the cash supports it.

A growing order book can absorb cash before it creates it. Finance leadership starts by making that timing visible.

Where does growth tie up cash?

Look at collection periods, inventory, supplier terms, hiring and the investment needed to deliver new work. A profit forecast alone will not show when a funding gap appears.

What happens if collections slip?

A rolling 13-week cash forecast helps management see receipts and payments together. Compare a base case with a slower-collection scenario, and give each material assumption an owner.

Which growth is worth funding?

Compare contribution, cash requirements and execution risk by customer, product or channel. The objective is to make informed choices about the growth you can finance and deliver.