Michael Girdley Profile picture
Nov 11 12 tweets 4 min read
Businesses die when they run out of money.

There is one tool to survive a cash crisis.

The 13-week Rolling Cash Flow Forecast 🧵:
It is a simple spreadsheet.

To forecast your cash precisely by the week.

For 13 weeks -- a short enough time to be precise.

And just enough time to get ahead of problems.

Here’s the Excel template I’ve used (link at end): Image
Step 1: Start with this week.

Enter this Monday’s date.

We have a column for this week and the next 12.
Step 2: Income

Fill in your current starting cash on hand.

Then the cash coming in this week.
Step 3: Expenses

List the cash that’s going out from operations.

Like rent, salaries, fees, or loan payments.
Step 4: Ending cash position

Each week, start with the cash on hand.

Bring in some more cash.

Spend some.

Then see what's left for next week.

We want our cash to stay above zero.

No cash = no business!
Steps 5 & 6: Accounts Receivables and Payables

Receivable = money owed to us (like suppliers).

Payable = money we owe (like vendors).

These are often on "terms" (like net 30), so we want to forecast when they must be paid.

We enter the current ones, new ones, and due dates.
That’s the basic idea.

You update things for the next week and beyond.

Revise each week and delete the first week.

So it’s always up to date for the next 13 weeks.

And you can now try to avoid running out of cash.
Usually, you're here because your bank account is nearly empty!

So now…

Your job as CEO is to stretch your cash:

•Delay payments
•Renegotiate w/ vendors
•Expand borrowing
•Raise cash
•Get paid early
•Etc.

Buying time to fix the problems that got you in this mess!
I am using this spreadsheet format now.

In real businesses.

As the economy gets worse, more of us will need it.

You can find the spreadsheet free on my blog at:

girdley dot com
Follow me @girdley for more like this.

Comment/Retweet the first tweet below if you know others that should know about this:
I write a newsletter that breaks down under-the-radar businesses making big profits.

Subscribe here for free:

getrevue.co/profile/girdle…

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More from @girdley

Nov 13
The #1 question asked of me:

How do you compensate a small business CEO who doesn’t own the business?

Here’s how we do it 🧵:
First, quick thoughts on this topic.

CEO compensation must align with the owner's goals.

That might be “grow fast no matter what” or “profitable growth.”

Or it could be “max cash flow.”

And a comp structure should:

· Work for the CEO
· Work for the owners
Some people like complicated.

I have a crappy memory and am lazy, so I want simple.

So we do simple.

Here is a screenshot of the structure we use in Excel.

(link to download it at the end) Image
Read 10 tweets
Nov 9
I've been working on an online course + community for aspiring Holding Company owners.

I've put everything I know about HoldCo's in here.

This is the landing page for the course and presale.
What do we hate about it? What would you change?

holdco.girdley.com

cc: @mirkojons @delanocov
Oh and if you want to be one of the first 10 to beta test the course, use discount code BETATEST15 for 15% off.
Read 4 tweets
Nov 1
As a Director on dozens of boards, I’ve seen:

Operational excellence adds millions in profits.

My 19 traits of top 1% performing businesses 🧵…
The company has internal and board-facing KPIs.

They are updated regularly and give a complete picture.

They often predict problems before they happen.
The company has audited annual financials.

Also, it promptly closes its books each month+quarter.

The CFO can answer reasonable questions on the spot.
Read 22 tweets
Oct 22
If your business is profitable, competitors will attack.

To protect it, you need to understand the idea of "moats."

Use them well and you'll stay profitable in the long run.

The 7 types of moats in business:

A🧵!
Moat 1: Scale Economies

A business in which cost per unit declines as production volume increases.

Example: Wal-Mart.

Because they are bigger than anyone else, they get buying power.

So can offer cheaper prices than competitors.
Moat 2: Counter-Positioning

Adopt a business model that existing competitors can’t replicate.

Example: Southwest Airlines

While others operate major hubs, they do point-to-point routing.

Meaning higher utilization rates of planes.

Incumbents can’t compete on cost.
Read 11 tweets
Oct 18
We’ve done 150 episodes of our business buying podcast, Acquisitions Anonymous.

And looked at over 1,000 businesses doing so.

The 9 biggest learnings:

A 🧵:
1. Many unsellable Businesses

Twitter LOVES to talk about the “Silver Tsunami.”

Millions of retiring Baby Boomers will need to exit their small businesses.

What we’ve learned:

Most of them aren't transferable at all.

There’s just no value to another owner -- besides scrap.
2. Buyer-Business Fit

My cohost @BillDA introduced this idea:

The universe of buyers and businesses is incredibly diverse.

So, while a business might be right for one acquirer.

It can be wrong for another.

Each business for sale needs the right buyer.
Read 13 tweets

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