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  • What is a cash flow and why do we need such report?
  • The structure of a cash flow statement
  • Direct and indirect methods
  • The Working Capital concept
  • PPE - an investment / operations cash flow problem
  • Visual representation

One of the three major financial statements of the company, the cash-flow report is used only sparely by FP&A (Performance management) professionals. The other two, the Profit and Loss (or SOCI) and the Balance Sheet (or SOFP) are used more intensively. The reasons behind it are both in the area of knowledge (you can not really use something you just learned a long time ago or vaguely heard about) but mostly the reality in the field. The P&L statement is used more often because it shows the performance of a company. And because it is always very difficult to introduce, explain and use as regular tool any financial statement when it comes to interacting with managers from other functions (Marketing, Sales, Supply Chain etc.).

However, companies can find themselves in troubles too. The financial crisis of 2008-2009, the Covid pandemic of 2020 but also individual cases can lead to situations when performance is no longer important (we know the company is at a loss) but surviving as an organization takes precedence. And it is in such moments when the focus shifts from wide use of P&L statements to cash flow statements, from being performant to staying solvable.

Bankruptcy is happening when there is no money left. And the impossibility of paying the due debt may or may not be related directly and on a short term with having losses.

And if we are not in a bad financial position with our company, we always get questions from the management, which are mostly caused by the fact that accounting is accruals and not cash based: "We had profit in the last months, why is our bank account empty?", "Can we do an early repayment for our credit? How much and in which month?", "Can we pay the promised $1 dividend per share in March 20xx?", "We have this large investment requiring that much money in May and June. Can we finance it by ourselves or will we need a credit?"

This course answers to the questions about the past, being focused on building a cash flow statement on past financial results ("We had profit in the last months, why is our bank account empty?").

We talk in detail about the structure of a cash flow statement, the direct and indirect methods for building one, the working capital concept, the three typical cash flow groups (operational, investing and financing), a handy graphical representation for a wide audience but also some specific situations (how to deal with PPE invoices).

  • Minimal finance and accounting knowledge
  • Advanced Excel knowledge (charts)
  • FP&A Specialists
  • Young accountants
  • Managers of all levels and specialties involved in task-forces dealing with liquidity and survival of a company
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  • Section 1 : The cash flow | Actuals 8 Lectures 01:04:25

    • Lecture 1 :
    • Part I - Introduction and summary Preview
    • Lecture 2 :
    • Part II - The cash-flow statement
    • Lecture 3 :
    • Part III - Accruals, performance and solvency
    • Lecture 4 :
    • Part IV - Cash flow structure - direct and indirect methods
    • Lecture 5 :
    • Part V - Cash flow structure - the details
    • Lecture 6 :
    • Part VI - Cash flow structure - completeness
    • Lecture 7 :
    • Part VII - PPE - an investment / operational cash flow overlapping problem
    • Lecture 8 :
    • Part VIII - Visual representation and wrap-up
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Holding a MA in Management, a BSc in Accounting and being Fellow of Association of Chartered Certified Accountants (ACCA) UK since 2016, I am also a senior FP&A professional with more than 15 years of experience in sectors such as IT, Financial Services, Banking, FMCG, Gastronomy and Hospitality in companies like Unilever (Bucharest), Erste Group (Vienna), GE Money (Bucharest), Motto Group (Vienna).
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