Future Proofing Cash Flow


by Dafydd Llewellyn, MD SMB & Nationals for the UK


I


Tel 01628 645 100 concur.co.uk


40 DIRECTOR OF FINANCE


f you could give business owners just one wish, I imagine a popular choice would be a crystal ball. Then, rather than endlessly speculating, they would know


exactly what the effect of Brexit will be in two years’ time, and when exactly they’ll be paid by their clients every single month. They could forecast their future with confidence and manage their cash flow down to the very last penny.


Unfortunately though, crystal balls don’t exist. So, in the face of economic and political uncertainty,


many businesses have opted for what they believe to be the next best thing – cushion cash savings. Of course, it’s perfectly sensible to have a rainy day fund, especially as dangerous payment discrepancies between large and small businesses continue to persist despite Government initiatives such as the duty to report on payment legislation. But, hoarding vital capital, or ‘cushion cash’ arguably isn’t the right approach. By holding back resources, companies are stunting their own ability to evolve and grow.


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