A healthy bank balance today does not guarantee comfortable cash next month.
A rolling 13-week cash-flow forecast shows when money is expected to arrive, when obligations must be paid and where leadership may need to act before pressure becomes urgent.
This month’s perspective
Forecast timing—not just totals.
Cash rarely moves in an even rhythm. Payroll, debt service, insurance and vendor payments follow fixed schedules, while commissions, management fees and customer collections may arrive later than the revenue shown on the Profit & Loss.
Illustrative management view
See the decision window before it arrives.
Thirteen weeks is near enough to support detailed assumptions and far enough to give leadership time to respond.
Projected Ending Cash by Week
Rolling weekly reviewA repeatable forecasting process
Build, review and roll the forecast forward.
The model becomes more dependable when assumptions are compared with actual results every week.
Start reconciled
Use actual operating cash and exclude restricted, escrow, trust or client funds.
Forecast realistic timing
Use current support and collection history—not the most optimistic date.
Map real obligations
Schedule payroll, vendors, debt, insurance, licenses and planned spending.
Compare and roll
Replace the completed week with actuals, explain variance and add a new week.
Featured Greenkey article
Turn cash timing into an earlier, better decision.
July reading
How to Build a 13-Week Cash-Flow Forecast.
This month’s feature explains why a rolling weekly forecast can reveal pressure that a monthly report misses, what receipts and payments belong in the model, and how to separate committed activity from possible or discretionary activity.
It also shows how mortgage, real estate and property management businesses can adapt the forecast to their own cash cycles.
Read the complete articleQuestions the forecast should answer
Connect the model to management choices.
A forecast earns its place when it changes the timing or quality of a decision.
Is there a temporary timing gap?
Review collections, vendor timing and available credit before required payments arrive.
Is cash declining repeatedly?
Look beyond timing to margin, overhead, pricing and recurring commitments.
Can planned spending proceed?
Protect the operating cushion before approving distributions or discretionary investment.
Keep the forecast alive.
A 13-week forecast is not a one-time spreadsheet. Review it weekly, document material assumptions and track why actual cash differed from the projection. Those differences make the next forecast more useful.
See cash pressure earlier
Ready for a clearer view of the next quarter?
Greenkey can help organize the bookkeeping, cash assumptions and reporting process behind a practical rolling forecast.