What a 13-week forecast actually is
It is a rolling weekly view of every shilling, dollar or euro expected in and out of the business over the next quarter. Not a budget. Not a P&L projection. A dated list of cash events.
Why 13 weeks
Long enough to see problems before they arrive
Short enough that the numbers are real, not guesses
Aligned to the quarterly rhythm boards and lenders already think in
How to build one that people actually use
Start with opening bank balances, not accounting balances. Reconciled cash is the only truth.
List receipts by expected date, not invoice date. Be honest about collection risk.
Separate fixed outflows (payroll, rent, taxes) from discretionary ones. Discretionary spend is your adjustment lever.
Update it weekly. A forecast updated monthly is a history book.
The forecast is not the deliverable. The weekly conversation it forces is the deliverable.
In our own work, disciplined reporting cycles have cut a 15-day close to 3 days, which is what makes a weekly cash rhythm possible in the first place. If you want to see what this looks like for your business, book a conversation or send an enquiry.