Outsourced CFO
BAS Digital product · core of the subscription

Weekly and Monthly: two reports, two rhythms

The week is about cash: how much there is, what came in, what will go out and where the plan gets thin. The month is about the whole picture: profit, debts, risks and decisions. Both reports arrive on their own, on a fixed date, with a conclusion in plain language — not “here’s the export” but “here’s what it means”.

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Why two rhythms

Weekly · every week · 3 pagesAbout cash and the near-term plan. Balances · in · out · outstanding. A payment calendar for each account: where and when the plan runs out of money. Data quality, receivables and payables, steps for the week with owners. A cash gap is visible weeks ahead, not on day X.
Monthly · every month · closed periodAbout the picture and decisions. Verdicts by zone, P&L by business line, where the money goes, debts and equity, runway. Ends with the block “what the owner decides this month” — the report exists for this list, not the other way round.

Inside the Weekly: the week’s highlights

Page one — six cards and a conclusion. Then the payment calendar and the action plan. The figures in the example are illustrative.

2.7MCash in accounts+1.8M for the week
5.1MPayables to suppliers−3.1M — contract paid
3Unidentified transactionsAllocate before month-end close

Payment calendar: where and when the plan runs out of money

The Weekly’s core honesty: if a planned minus is a “hole in the data” rather than in cash (income side not entered), the report says so. And vice versa: a real gap can’t hide behind averages — the calendar is calculated per account.

Weekly · payment calendar · thousands, illustrative amounts
balancenegative
This week+1+2+3
When it goes negativeProject account
909
−501
−3 441
−4 454
In a weekBack office (payroll, taxes)
60
60
−431
−590
In 2 weeksMain account
95
95
95
95
Holding

Inside the Monthly

It opens with verdicts by zone — the traffic light is honest, amber and red aren’t glossed over: the group overall amber, liquidity red, asset coverage green. The Monthly is built only on a closed month — after the close checklist and reconciliations. Estimates and assumptions are flagged separately from facts.

1
Month at a glanceVerdicts, key figures and “what the owner decides this month” — all on page one
2
Result (P&L)How much each business line earned — and whether the profit is real or on paper (revenue recognised, cash still in receivables)
3
Where the money goesCost structure and run-rate: what a month of the company’s life costs
4
Cash and runwayWhere the cash sits, burn rate, how many months it lasts
5
Debt and equityDebt structure, interest, balance sheet and net assets — with an explanation of what each figure means
6
Risks and recommendationsRisk register with severity and owner + steps for the month; which data was used

What you get

The gap is visible in advanceThe per-account payment calendar shows a minus 2–4 weeks ahead — time to find a source, not fight a fire.
Paper profit doesn’t fool anyoneThe report explicitly separates “earned on paper” from “received in cash”.
Every month — a list of decisionsNot “take a look at the report” but 3–4 specific questions waiting for the owner specifically.
Formats don’t driftOne structure month after month — trends are visible without archaeology.

Honestly: what it does not do

—The Weekly works at full strength from month 2 of implementation (a basic cash summary at first), the Monthly from the first closed month.
—A report is only as good as the accounting beneath it: that’s why the Weekly has an “unidentified transactions” block — we show our own “grey” items too, until they’re allocated.
—A report without a meeting fades away — the monthly session on the numbers is part of the rhythm, and we will insist on it.

See real examples

Full anonymised Weekly and Monthly reports — not showroom mock-ups but real reports with names and figures replaced. We’ll send them with our reply to your request.

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