Welcome to Your Cash Flow Assessment

By completing the assessment, you're taking the first step toward understanding and improving your business's financial health. Complete the form below to begin the assessment.

Full Name

Phone

Section 1

Revenue Quality and Predictability

1. How would you describe your firm’s revenue structure?

Revenue is inconsistent and largely dependent on closing new projects

Revenue is somewhat predictable but fluctuates month to month

Revenue is mostly predictable with a mix of recurring and project work

Revenue is highly predictable with strong recurring income and clear visibility

2. How concentrated is your revenue among clients?

One or two clients make up more than 50 percent of revenue

A few clients represent a large portion of revenue

Revenue is spread across several clients with manageable risk

No single client represents a financial threat

3. How aligned is revenue timing with cash inflows?

Cash often arrives weeks or months after work is completed

Cash timing varies and is difficult to predict

Cash generally follows delivery with minor delays

Cash timing is intentional and planned

Section 2

Pricing and Margin Integrity

4. How confident are you in your pricing relative to delivery effort?

Pricing is based on market pressure or fear of losing clients

Pricing covers costs but feels tight

Pricing supports profit but is not regularly reviewed

Pricing is strategic and margin driven

5. How often do projects or engagements exceed their intended scope?

Frequently and without additional compensation

Occasionally and inconsistently addressed

Rarely, with some guardrails in place

Almost never due to clear boundaries and pricing structure

6. Do you know your gross margins by service or engagement type?

No, margins are not tracked

Rough estimates only

Tracked but not actively used in decisions

Tracked and used to guide strategy

Section 3

Cash Conversion and Collections

7. How long does it typically take to collect payment after invoicing?

More than 45 days

30 to 45 days

15 to 30 days

Under 15 days

8. How consistent is your invoicing process?

Invoices are often delayed or inconsistent

Invoices go out but not always on time

Invoices are sent on a regular schedule

Invoicing is automated and predictable

9. How do you handle late payments?

Rarely follow up

Follow up only when cash is tight

Follow up consistently

Enforced through clear policies and systems

Section 4

Expense Structure and Cash Commitments

10. How aligned are expenses with revenue cycles?

Expenses often exceed incoming cash

Expenses are fixed and hard to adjust

Some expenses flex with revenue

Expenses are intentionally structured to support cash flow

11. How would you describe payroll and contractor costs?

Payroll regularly creates cash stress

Payroll is manageable but tight

Payroll aligns with revenue most months

Payroll is planned and sustainable

12. Are subscriptions and recurring expenses reviewed regularly?

No review process exists

Reviewed occasionally

Reviewed annually

Reviewed strategically and optimized

Section 5

Profit Allocation and Cash Leakage

13. How often does profit remain in the business after expenses and draws?

Rarely

Occasionally

Most months

Consistently

14. How structured are owner draws or compensation?

Taken as needed without a plan

Somewhat planned but inconsistent

Structured with flexibility

Fully planned and intentional

15. Do you set aside cash for taxes in advance?

No, taxes are handled reactively

Sometimes, but inconsistently

Yes, but without a formal system

Yes, with a defined strategy

Section 6

Cash Reserves and Risk Readiness

16. How many months of operating expenses do you have in cash reserves?

Less than one month

One to two months

Three to four months

Six months or more

17. How prepared is your firm for a sudden revenue disruption?

Not prepared

Somewhat prepared

Moderately prepared

Well prepared

Section 7

Forecasting and Financial Visibility

18. Do you use cash flow forecasts to guide decisions?

No forecasting is done

Forecasting is informal

Forecasting is used occasionally

Forecasting is a leadership tool

19. How far ahead do you typically plan cash needs?

Less than 30 days

30 to 60 days

60 to 90 days

90 days or more

20. How clear is your financial visibility at any given time?

Limited and confusing

Somewhat clear

Clear with effort

Clear and accessible

Section 8

CEO Financial Leadership Behavior

21. How often do you personally review cash flow?

Rarely

Monthly

Bi weekly

Weekly or more

22. How confident do you feel making decisions based on your numbers?

Uncomfortable

Cautiously confident

Generally confident

Fully confident

23. How would you describe your relationship with cash flow?

Stressful and reactive

Uncertain but improving

Managed with intention

Led strategically

Section 9

Self Identification Question

24. Which statement best describes your current cash flow reality?

Cash flow feels unpredictable and stressful

Cash flow is improving but still inconsistent

Cash flow is mostly stable with room to grow

Cash flow is stable, intentional, and strategic