Key Financial Levers
Enter your numbers to see how 1% or 1-day changes to eight levers compound into improvements in cash flow and operating profit.
1. Your situation
Profit & Loss
£
£
£
£
Working Capital
£
What customers owe you
£
Closing stock / WIP balance
£
What you owe suppliers
Net Cash Flow
Operating Profit
Your Current Position
£701,300
Your Power of One
Impact on
Cash Flow
Cash Flow
Impact on
Operating Profit
Operating Profit
Profit & Loss
Price Increase
%
—
—
Volume Increase
%
—
—
Cost of Goods Reduction
%
—
—
Labour Efficiency
%
—
—
Other Costs Reduction
%
—
—
Balance Sheet
Reduction in Accounts Receivable Days
days
—
—
Reduction in Inventory Days
days
—
—
Increase in Accounts Payable Days
days
—
—
Your Power of One Impact
↑ £0
↑ £0
= Your Adjusted Position
£701,300
●
Operating profit at 10.6% — danger zone (target: 10%+)
Profit & Loss
Current
Adjusted
Change
Revenue
—
—
—
Cost of Goods Sold
—
—
—
Gross Profit
—
—
—
Gross Margin %
—
—
—
People Costs
—
—
—
Other Costs
—
—
—
Total Overheads
—
—
—
Operating Profit
—
—
—
Operating Margin %
—
—
—
Labour Efficiency Ratio
Gross Profit ÷ People Costs
Current
—
Adjusted
—
Change
—
Working Capital Timeline
Cash Conversion Cycle — current vs adjusted
Current
154
WC Days
↑
—
Cash Impact
↑
Adjusted
154
WC Days
Current
Adjusted
Accounts Receivable
—
—
Accounts Payable
—
—
Inventory
—
—
Cash Cycle
—
—
Operating Cycle
—
—