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

Revenue

£

Cost of Goods Sold

£

People Costs

£

Other Costs

£

Working Capital

Accounts Receivable

£

What customers owe you

Inventory

£

Closing stock / WIP balance

Accounts Payable

£

What you owe suppliers

Net Cash Flow

Operating Profit

Your Current Position

£701,300

Your Power of One

Impact on
Cash Flow

Impact on
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

—

—