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MasterMath

Cash Flow Projection Calculator

A month-by-month cash projection with growth in both income and costs, and above all the month you run out of money, which is the one figure in a projection that really matters.

Currency and number format for

Cash at the end

—

Cash at the end—
You run out of cash—
First month with positive flow—
Cumulative income—
Cumulative costs—
Cumulative flow—

Month-by-month projection

MonthIncomeCostsFlowCash

How this was worked out

    The formula

    Cash this month = previous cash + income − costs

    What it means

    A company does not close because it loses money, it closes because it runs out of cash, and those are different things: you can be profitable on paper and have nothing to pay next month's wages with. The projection carries the balance forward month by month, applying growth to income and to costs, and marks two moments: the one where monthly flow stops being negative and the one, much later, where what was lost is recovered.

    How to work it out by hand

    1. Note the starting cash and the first month's income and costs
    2. Estimate the monthly growth of each, separately
    3. For each month, add income to the previous cash and subtract costs
    4. Find the month where cash crosses zero

    What is worth knowing

    Cost growth is almost never zero, and setting it to zero is the commonest way to make a projection come out well: salaries rise, software rises and advertising rises precisely when income grows. And stopping the bleeding is not recovering: in the month flow turns positive, cash is still well below where it started, and it usually takes several more months to get back to the starting point. This is cash, not profit: it does not model payment terms, which are exactly what kills fast-growing companies.

    Frequently asked questions

    Why does cash matter more than profit?

    Because you pay with cash. A company that is profitable on paper still closes if it cannot cover next month.

    Can I set cost growth to zero?

    You can, and it is the usual way to make the projection look good and reality not. Costs rise with activity.

    What is the break-even month?

    The one where the month's income covers the month's costs. It is not when you have recovered what was lost: that comes considerably later.

    Does it model payment terms?

    No. It assumes you collect and pay in the same month. With long terms, real cash runs well behind this.

    How many months should I project?

    Twelve or eighteen. Beyond that, compound growth amplifies any starting error until the figure is useless.