# Full example: will the business have enough cash for the next month?

**Example using made-up figures. Not a real client, agreement or forecast.** Prepared September 15, 2026, one business, USD, October 1–30, 2026 inclusive. The starting spreadsheet includes a reference for each source record. In this made-up example, the money available just before October 1 has been supplied and checked as $200.

## Problem, inputs and result

The month ends with money available, yet rent is due before an expected customer payment arrives.

| Date | Payment | Amount | Included in the plan using confirmed incoming money? |
|---|---|---:|---|
| October 5 | Rent due | −$300 | Yes |
| October 10 | Confirmed payment for an earlier customer sale | +$200 | Yes |
| October 18 | Possible sale | +$150 | No: the payment is only possible |

Money left at the end of each day = money available before that day + incoming money included in the plan − planned payments. October 1–4: **$200**. October 5–9: **−$100**. October 10–30: **$100**. First possible shortage: **October 5**. Maximum shortage: **$100**. A separate plan that includes the possible sale would end with $250. It would still run short earlier in the month. The complete 30-row daily schedule is `cash-calendar-result-example.csv`.

## Trying different dates and choosing the next step

- Confirmed customer payment on October 4: $400 before rent, then $100; no shortage. This requires the customer to actually pay earlier.
- Customer payment delayed to October 15: the maximum gap stays $100 but persists October 5–14 instead of October 5–9.
- Rent moved to October 11: no shortage in this version of the plan. A real due date can change only with agreement from the person or business owed; the calendar creates no permission to delay payment.

The proposed next step for the owner is to check when the $200 customer payment will be available and cover at least the $100 shortage before October 5. The owner needs to approve where that money comes from or agree a different payment date. The owner must separately approve any borrowing costs, terms and future payments. The model does not choose a loan or make a payment.

## Application and follow-up

The owner checks bank balances, late payments and every planned payment, then copies or imports the dated calendar into the spreadsheet they will use. They record the confirmed due dates and where each figure came from. CRL then compares the saved calendar's dates and amounts with the approved version. A saved calendar is separate from a completed payment.

One follow-up is proposed for **October 6, 2026**, to compare actual cash and the rent's status with the prepared schedule. This is an educational example date, not a sent reminder. If implementation is later, agree the appropriate check date before payment for the service. Any new or delayed incoming payment requires an updated plan. Calling a payment confirmed does not guarantee it will arrive on time.

## Limits and evidence status

The supplied example is complete within its made-up example. A real customer must list purchases, payroll, rent, taxes, loan payments, money the owner takes out and other expected payments in or out. Depreciation spreads equipment costs over time without a payment on that date, so it is left out. Moving money between business accounts already included in the plan does not change the total available. Borrowing adds money available, not profit. Use one currency only; amounts are not automatically converted. Money left at the end of the day does not show whether there was enough to make each payment earlier that day.

Prepared: input file, 30-day schedule, scenario and owner checklist. Applied to a real business: **no**. Actual cash observations or business benefit: **none**.

The $79 one-off pilot service covers one business, one currency and up to 100 planned payments in or out over 30 days, plus the published review and help. It does not create a subscription. Before paying, confirm what the service includes, when work starts, when it is due, any taxes or fees and the final total under the published order terms.