Page 221 · Module 09, Finance & Metrics · this screen continues that page

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9.8IntermediateModule 09 · Finance & Metrics

Cash Conversion Cycle

Your business is profitable on paper but always tight on cash. Invoices are raised but

The prompt

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9.8Cash Conversion Cycle
Act as a working capital advisor using the Cash Conversion Cycle framework. My business: [DESCRIBE YOUR REVENUE MODEL AND PAYMENT TERMS] Current data: Average days to collect payment from customers: [X days] Average days inventory is held (if applicable): [X days] Average days to pay suppliers: [X days] Calculate my Cash Conversion Cycle: CCC = Days Sales Outstanding (DSO) + Days Inventory Outstanding (DIO) - Days Payable Outstanding (DPO) Analyse: 1. What does my CCC tell me about my working capital health? 2. Which component is the biggest drag on cash flow? 3. What are 3 specific actions to shorten DSO? 4. What payment terms or structures would improve my CCC? 5. If I reduced my CCC by 10 days, how much additional cash would that free up at my current revenue run rate?
LabelsReplace theseSwap the role below

LabelsReplace theseSwap the role below

Pro tip, from the book

For service businesses, Days Sales Outstanding is almost always the lever. The most effective DSO reduction tactic is upfront payment or deposit - not better invoicing. Structuring contracts to collect 30–50% before work begins can transform a cash-tight business into a cash-positive one without changing a single cost line.

Who should run this prompt

Module role profile

Who should review your numbers and financial narrative? Numbers do not lie — but they can mislead when read through the wrong lens. A CFO and an investor look at the same P&L and ask completely different questions. A customer's finance team looks at your pricing and asks a question neither of them thought of. Use this page to choose who is in the room before you present, model, or decide based on your financial data.

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See also: 1.3 Role Prompting - The Expert Chair

Use this when

The problem it solves

payment is slow. You are funding your customers' operations with your own cash flow without realising it.

How the framework works

From the printed page

The Cash Conversion Cycle (CCC) measures how long it takes for a business to convert its investments in inventory, services, or sales activity into cash receipts. CCC = Days Sales Outstanding (how long to collect from customers) + Days Inventory Outstanding (how long stock sits, if applicable) - Days Payable Outstanding (how long you take to pay suppliers). A negative CCC means you collect cash before you have to pay like Amazon or Dell. A high positive CCC means you are funding operations with cash before it arrives, creating persistent working capital strain.

The method, in four moves

Do these in order
1

Calculate each component of your CCC from the last 90 days, not estimates.

2

Days Sales Outstanding is usually the highest-leverage improvement for service businesses.

3

Shortening payment terms and offering early payment discounts both reduce DSO directly.

4

A rising CCC is often the first financial signal of a scaling problem, before it shows in the P&L.; Understand how fast your business turns activity into actual cash A rising CCC won't show up in your P&L for months - profitability can look fine while you're quietly running out of cash. If growth feels good but the bank balance feels tight, check the CCC before you check the income statement.

Where the framework comes from

Corporate finance methodology — Cash Conversion Cycle widely used in operations finance

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