This is the slide show that David Ellison used when presenting "Cash Flow," the first topic and presentation in part of PRG's 2014 Business Development Webinar Series.

1. Cash Flow
Charting

2. March 11th: Cash Flow; keeping your organization working in
the black
May 13th: Budgets; how to manage your profits without
managing pennies
July 8th: Effective Communications; getting through to your
employees and evoking responses
September 9th: Marketing; traditional vs e-marketing
November 11th: Managing Risk; controlling your 'uh-oh'
moments

3. April 15th: What is Leadership?; and how it differs from being a
manager
June 17th: POLC; Planning, Organizing, Leading, Controlling, the
four major management functions
August 19th: Idea People vs Closers; identify your staff to utilize
their skills
October 21th: Strategic Planning; seeing into the future
December 16th: Staff Personality Assessment-How to understand
and manage your staff, based on their personalities

4. Cash Flow
Charting

5. Why Cash Flow Charting When I have
(or Don’t Have) a Budget
1) Cash Flow Charting shows you a cash
crisis faster than budget tracking

6. Why Cash Flow Charting When I have
(or Don’t Have) a Budget
1) Cash Flow Charting shows you a cash
crisis faster than budget tracking
2) Cash Flow Charting anticipates cash
crunches, such as a 3 payroll month or
a Workers Comp payment

7. Why Cash Flow Charting When I have
(or Don’t Have) a Budget
1) Cash Flow Charting shows you a cash
crisis faster than budget tracking
2) Cash Flow Charting anticipates cash
crunches, such as a 3 payroll month or a
Workers Comp payment
3) Cash Flow Charting shows you the cash
aspects of growth or adding a new line of
business

8. Productivity Data Flows
Naturally Out of Cash Flow
Charting
1) Accounts Receivable Chart

9. Productivity Data Flows
Naturally Out of Cash Flow
Charting
1) Accounts Receivable Chart
2) Billability and Overtime Chart

10. Productivity Data Flows
Naturally Out of Cash Flow
Charting
1) Accounts Receivable Chart
2) Billability and Overtime Chart
3) Payables Expectation Chart – both
monthly and less frequent

11. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if
you wish

12. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if
you wish
 Here is the format –
1) Start with the Current Checking Account Balance

13. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if
you wish
 Here is the format –
1) Start with the Current Checking Account Balance
2) Do either 4 or 6 weeks – Break it down into
payroll cycles, which is usually every 2 weeks for
most companies

14. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if
you wish
 Here is the format –
1) Start with the Current Checking Account Balance
2) Do either 4 or 6 weeks – Break it down into
payroll cycles, which is usually every 2 weeks for
most companies
3) Chart all expenses for each two week period

15. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if you
wish
 Here is the format –
1) Start with the Current Checking Account Balance
2) Do either 4 or 6 weeks – Break it down into payroll
cycles, which is usually every 2 weeks for most
companies
3) Chart all expenses for each two week period
4) Be sure cash flow is adequate for each payroll and
major expense

16. How Easy is Cash Flow Charting?
 Do you have a 8 ½ by 11 Notepad and a Pen?
 Then move eventually to a simple Excel sheet - if you wish
 Here is the format –
1) Start with the Current Checking Account Balance
2) Do either 4 or 6 weeks – Break it down into payroll cycles,
which is usually every 2 weeks for most companies
3) Chart all expenses for each two week period
4) Be sure cash flow is adequate for each payroll and major
expense
5) Update after every payroll, so you have a new 4 or 6 week

17. Line of Credit
In a low margin industry, a line of credit is critical.
This is even more important in a retro payment
business that pays you after the service is provided.

18. Line of Credit
In a low margin industry, a line of credit is critical.
This is even more important in a retro payment
business that pays you after the service is provided.
Cash Flow Charting leads to solid productivity results
that shapes your company to be a good applicant for a
line of credit.

19. Line of Credit
In a low margin industry, a line of credit is critical.
This is even more important in a retro payment
business that pays you after the service is provided.
Cash Flow Charting leads to solid productivity results
that shapes your company to be a good applicant for a
line of credit.
The line of credit should be enough to cover one
payroll at the start, and then you keep updating
annually until you get to one month’s expenses.

20. Bottom Line
1) Cash Flow Charting is so easy that any non-
accountant can easily do it.

21. Bottom Line
1) Cash Flow Charting is so easy that any non-
accountant can easily do it.
2) Cash Flow Charting every 2 weeks is great fun, and
tells you more things about your company than any
other tool.

22. Bottom Line
1) Cash Flow Charting is so easy that any non-
accountant can easily do it.
2) Cash Flow Charting every 2 weeks is great fun, and
tells you more things about your company than any
other tool.
3) Cash Flow Charting leads to greater productivity, and
great communication within your team.

23. Bottom Line
1) Cash Flow Charting is so easy that any non-
accountant can easily do it.
2) Cash Flow Charting every 2 weeks is great fun,
and tells you more things about your company
than any other tool.
3) Cash Flow Charting leads to greater productivity,
and great communication within your team.
4) Banks will love you!! Any business that tracks
cash and productivity is a great client for a bank!!

24. Questions or Comments
• Please contact David Ellison –
ellisonmt@columbus.rr.com