Octavia Conner CFO

Are you making million dollar business decisions with a broke cash flow vision?

If you cannot predict your cash position 90 days from now, you are.

As a matter of you, are actually leading your business blindfolded.

How?

Because revenue is a lagging indicator. Cash flow is a leading indicator.

Most consulting firm CEOs spend their time looking at what happened last month, last week and last quarter.

While that is good to know and learn from that is NOT where you stay and make decisions from.

Now, financially intelligent CEOs spend time looking ahead and projecting their future.

They know exactly how much cash they will need before they need it.

And you see Most cash flow problems in business start long before cash becomes tight.

Cash flow pressure usually begins with small decisions.

Hiring too quickly.

Investing without a clear return.

Adding expenses without understanding the long-term impact.

Those decisions compound over time and eventually show up in your LIMITED AMOUNT cash flow.

And they keep you on the cash flow rollercoaster of unpredictability,

So, a cash flow strategy I recommend is to create a “90-Day Cash Flow Confidence Score.”

Every Friday, ask yourself three questions:

Do I know exactly how much cash is expected to come into the business over the next 90 days?

Do I know exactly how much cash is expected to leave the business over the next 90 days?

Do I know the projected cash balance at the end of those 90 days?

If the answer is “no” to even one of those questions, your Cash Flow Confidence Score is 0.

And you Will not be able to operate long term with cash flow problems.

That is a risk no consulting firm CEO should be willing to take.

To learn how to implement this 90-Day Cash Flow Confidence Scorecard, join me for my upcoming virtual masterclass - the Cash Flow Confidence Code.

You will learn 5 hidden financial mistakes draining your cash flow and how to fix them.

Secure your seat at cashflow.sayyestoprofits.com

One of the biggest financial mistakes consulting firm CEOs make is believing that every client is a good client as long as they are paying.

That belief is probably costing you profit and peace.

You see some clients bring in revenue but quietly consume your time, your team capacity, and your cash flow.

If a client requires constant revisions, excessive meetings, rushed timelines, or discounted pricing, they may be reducing profitability even if what you’re earning from them looks impressive.

Please understand that not every dollar earned is a healthy dollar.

The CFO strategy I recommend is to track profit per client, not just total revenue.

Most consulting firm CEOs overlook tracking profit per client.

But here’s the thing: profitable firms know which clients create margin growth and which create pressure.

That level of financial clarity changes everything.

If you desire more strategies and structure like this to build a truly profitable business, join me for my upcoming virtual masterclass.

Comment MASTERCLASS, and I will send you the details.

False Belief You May Have: Because my business has cash in the bank, we are good.

FALSE

Cash in the bank does not mean your business is financially stable.

Cash in the bank does not mean you’re profitable.

Cash in the bank doesn’t even mean your business is cash flow positive.

Cash in the bank often gives you a false sense of financial security.

What you actually need to see is the complete financial picture of all moving parts of money in and out of your business.

During my upcoming virtual masterclass, I will outline the financial structure and strategies that will provide you with the complete financial visibility you need to achieve cash flow confidence and predictable profitability.

Put “accelerator” in the comments to receive a direct link.

More revenue is not the breakthrough you need.

You think it is, but it’s actually just a distraction.
If your first instinct when something feels off is to go sign another client or close another deal, that is not a financial strategy. That is income dependency.

This pattern creates a business that requires constant inflow just to maintain stability.

And eventually, increased revenue begins to create more complexity instead of more profit.

The shift is this: Build a business that is structured to convert revenue into profit, not one that relies on revenue to sustain itself.

If you are ready for your business to operate on a financial strategy rather than under constant revenue pressure, I am breaking this down step by step during my upcoming virtual masterclass.

Comment “accelerator” to receive a link to the SYTP Accelerator happening on May 27th at 12:00 pm EST.

Cardi B fires her accountant after discovering over $1 Million gone!

Often times this happens for busy high-earning professionals because of a lack of financial visibility.

When the breadwinner is out making the money they are trusting others to manage it properly and often that is not the case

This is a hard lesson to learn that could have been avoided with a few things in place.

Watch the video to learn what those are.

And how are you managing your millions to ensure that this doesn’t happen to you?

Three stages of business: surviving, stabilizing and scaling.

Which stage is your business currently operating in?

Most CEO are unclear on their current financial position therefore cash is often few and far between and profit doesn’t exist.

They only know how to bring in the money!

They don’t know how to truly say yes to profits.

When you gain clarity on your financial position and proactively manage your finances it becomes predictable to go from just earning revenue to generating a profit then to building lasting wealth as a CEO!

Put “Session” in the comments to have a conversation with me on how to eliminate your cash flow problems and convert your top-line revenue into your bottom line profits.