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Ashfords Accounting and Taxation

Cash Flow and Threeway Forecasting

Operational control starts with accurate cash data, layered through the forecast and ready to act on.

Forecasting is not about prediction. It is about pressure points—when cash is needed, where it will come from, and what decisions affect the balance. A clear model turns raw inputs into structured projections that can be tracked, tested and adjusted.

Threeway forecasting strengthens this view. Profit and loss, cash flow and balance sheet data are modelled together. Each decision influences the next, and assumptions can be reviewed in sequence. When conditions change, the impact is visible.

Forecasting should create control. Funding, planning and operations move with better timing when the cash position is known in advance—not after the fact.

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Ashfords Accounting and Taxation — Cash Flow and Threeway Forecasting FAQs

Common Questions, Answered

What is threeway forecasting?

Threeway forecasting links profit and loss, balance sheet and cash flow projections into one integrated model. Each element informs the others, so outcomes are more complete and decisions hold together. Most banks will require this undertaking.

Why does forecasting need to be dynamic?

Business inputs shift constantly. Forecasting needs to reflect changes in real time—across timing, pricing, expenses or operational performance—so action can be taken early, not retrospectively.

What makes a forecast effective?

The model must be tied to real drivers. When cash flow connects directly to trade terms, wages, inventory or seasonality, forecasts become more than reports. They become decision tools.

Cash forecasting sharpens financial decisions elsewhere.

Once future position is clear, attention often shifts to what is driving it. Forecasting can lead into broader conversations around pricing, tax, or resourcing—where clarity across the numbers supports stronger action.

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