The process
The process
One map, one lever, one month, one check. The whole process is built so you actually run the plan instead of filing it.
Why one lever, not five
Most small-business owners leave a planning meeting with a list of nine things to change and do none of them. The single biggest predictor of whether a working-capital plan actually moves cash is whether the owner pulls exactly one lever and measures it for four weeks.
That is the whole shape of the process: one map, one lever, one month, one check. Then, if you want, another lever.
Four steps, then a check
Before the session — gather, do not tidy
Send the last three months of bank statements, invoice dates and payroll dates a day before we meet. Rough is fine. Tidying your numbers before the session is the one thing we ask you not to do — the mess is where the gap weeks hide.
During the session — map, then choose
We build the 12-week receivables-vs-payables map together on one calendar. The collision weeks are marked. From them we pick exactly one lever: shorten one receivable, stretch one payable, or move one payroll date. One, not five.
After the session — run it for four weeks
You take the one-page plan and run it yourself for four weeks. You spend under ten minutes a week updating it. No software to buy, no dashboard to log into, no ongoing fee.
The check — did the number move?
In a 45-minute follow-up we look at whether the lever moved the number you aimed at. If it did, we pick the next lever. If it did not, we work out why before picking the next one. The check is optional, but it is the part that turns a plan into a habit.