About this Project
The situation
A design agency of thirty people was profitable on paper and short of cash every quarter. The problem was not margin, it was timing: project invoicing sat weeks behind delivery while payroll did not move.
What we did
We rebuilt the model around a rolling thirteen-week cash forecast, moved billing to staged milestones and set a simple reserve policy. The finance lead now presents one page to the board each month, and hiring decisions are taken against a horizon rather than a bank balance.