When cash feels fine until it does not
Revenue can look healthy while timing kills flexibility: large invoices unpaid, payroll dates fixed, and vendor terms tightening. Teams discover the gap in a frantic treasury thread instead of a planned review.
What cash monitoring should show
A useful monitor combines current cash, expected inflows and outflows you authorize, and flags when projected balances cross thresholds you care about. The goal is early conversation, not alarm fatigue.
A familiar example: payroll week pressure
A growing agency expects two client payments before payroll. One payment slips five days. Ben shows the revised cash path, names the invoices involved, and asks whether to delay a discretionary vendor payment or escalate collections. Leadership chooses the action; Ben does not initiate wires.
What Ben watches
Authorized bank and accounting feeds, open receivables where permitted, and scheduled outflows your policy includes. Ben documents when data is incomplete so nobody mistakes a partial view for full coverage.
What you receive
Cash position summaries, week-by-week outlooks where data allows, exception notes, and recommended questions for finance leadership. Outputs stay inside your review workflow until approved for wider sharing.
Working with forecasts
Cash monitoring pairs naturally with Ben forecasting. When revenue scenarios shift, cash timing should shift too. Running both missions on the same authorized data reduces contradictory stories in leadership meetings.
What Ben will not do
Ben does not initiate transfers, approve payments, negotiate credit lines, or promise solvency. Treasury decisions stay with accountable humans.
A useful first mission
Ask Ben for a four-week cash outlook using authorized accounting and banking data, with explicit assumptions about known payroll and vendor dates. Review with finance and set thresholds for when leadership wants the next refresh.