Cash-cycle timing
Understand when cash leaves the business versus when customer payments arrive.
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DAY-TO-DAY BUSINESS LIQUIDITY
Working Capital
Shorter-term capital planning for payroll, inventory, seasonal needs, operating expenses, and timing gaps.
Seasonality
Plan for predictable peaks and slower periods without overcommitting during weaker months.
Inventory needs
Finance purchases that support expected sales while monitoring how quickly inventory converts back to cash.
Short-term flexibility
Use capital for temporary operating needs rather than forcing a long-term structure onto a short-term problem.
WHERE IT MAY FIT
Working capital is about keeping the business moving while revenue and expenses do not line up perfectly. The right structure depends on how often the need repeats, how quickly the capital turns back into cash, and how predictable the business cycle is.
Payroll
Inventory
Marketing
Seasonal expenses
Temporary cash-flow gaps
QUESTIONS TO WORK THROUGH
Is the need recurring or one-time?
How quickly will the capital turn back into revenue?
What are the strongest and weakest months?
What existing obligations already affect cash flow?