Cash flow forecast, budget, and financial strategy each answer a different question. Here is what each one does, the mistake most businesses make, and the order to build them.

Most monthly finance meetings explain the past. Here are seven questions, a simple forecast formula, and when a rolling forecast is worth it.

A budget is not a report card. It is a decision tool. Here is how to build one in ten steps and three phases, with a decision at every step.

Most budget fights are not about numbers. They are about expectations nobody agreed on. Make these three decisions before you open the spreadsheet.

Ten practical levers finance leaders can pull to move cash, from invoicing speed to payment terms to trapped work in progress. Part 4 of the Working Capital series.

Growth challenges cash flow, and that is normal. A bank balance cannot forecast cash. Part 3 of the Working Capital series on why cash forecasting is a strategic tool, not a reporting chore.

Working capital is important for businesses because money is no longer cheap. CFOs need to focus on liquidity and cashflow differently.

When does profit become the KPI? Part 3 of the Equation Series, including why a dollar saved is not more than a dollar earned.

Past a million in revenue, the KPI shifts. Gross margin is the scalable variable. Part 2 of the Equation Series on financial strategy by stage.

Revenue less Expenses equals Profit. Simple equation, wrong focus for most early-stage CEOs. Part 1 of the Equation Series on financial strategy by stage.

There’s lots to say on the topic of financial strategy and Jamie L. Smith, CPA loves to research and share on the topic.

Data does not create value. If never did. And now it’s plenty so even more so. Value comes from the insights and action we take - data driven impact.