Name: Make Excel work harder: CFO-approved cash flow automation
Uploaded: 2026-02-05T17:16:04.975Z
Duration: 1 h 58 s
Description: Make Excel work harder: CFO-approved cash flow automation

Transcript for "Make Excel work harder: CFO-approved cash flow automation": Hello, hello. Welcome, everybody. Welcome. We are so excited for today's webinar. If you've ever been on a webinar like this before, you know that we're gonna give just about two minutes for those people who are wrapping up other meetings and planning on still attending. In the meanwhile, I see a lot of you have already started commenting, but we would love to hear a little bit about who exactly you are. So go ahead and just post directly in the chat, your name, your title, and where you're from. We would love to hear from everyone. And I'll do the same. Cool. Alright. We got some people from The UK, from Portugal. We got some people from California. Jealous of those in California. I imagine it's a lot warmer than it is right now in New York. It has consistently been below 30 degrees Fahrenheit, and pretty cold to get out of bed in the morning. But that's what winter in New York is like. But looks like we really have a bunch of people from all around the world. We got people in The UK, Germany, we got a few fractional CFOs here represent. That is really great. Cool. We're just gonna give another minute or so for everyone to trickle in. And, again, go ahead and just let us know who you are in the chat. What I love about these webinars, aside from the fact that we cover really engaging topics that, you know, we're confident everyone will find useful, it really is a great opportunity to see who else is there out there doing similar work, how people are doing things, what tools they're using, what best practices they're using, what questions they're asking. To me, building my professional network has easily been the strongest ROI that I've had in my career. So we really want everyone to utilize that during today's session. Go ahead, chat in the comments. And when you have questions throughout, go ahead and just put that in the Q and A. We're gonna have enough time to go through ideally every single question. So please do go ahead and share all of that. But given the fact that we are two minutes on the hour, I think we are ready to begin on today's topic on probably something that has always been relevant, but especially relevant in today's day and age with everything going on, and that is cash, liquidity. You have heard the term cash is king. Some people like to take it further and say cash flows is king, and that's exactly what we are going to cover in today's session. And there's so much really to talk about that. We're gonna be going over my favorite five Excel templates for managing cash and liquidity, and I'll be sharing a link when we get to that portion with everyone during the chat as well. And afterwards, we're also gonna be sharing, via email, a replay of all this along with that link in case anyone here misses it. And we have a ton of information to cover, and I'm gonna go ahead and start first with a little bit of an introduction on myself. For those of you who came from my newsletter or my social media content, it's great to be reconnected here. I do see a few familiar names in the chat. For those of you who aren't familiar with me, for starters, I am a fractional CFO. I worked with some of the most amazing companies out there. Many of them, I'm still working with, as you can see over here. And I started my accounting firm, Mighty Digits, about six and a half years ago. And a huge reason for our ability to scale was not just doing the accounting operations to make sure people get paid or the accounts payable or liaisoning with the auditors and tax returns. It was cash flow planning, making sure that the fast growing companies that I worked with, they understood how much cash they had in the bank, what type of decisions and levers they could make, and how that would affect their cash, helping them raise additional capital, ports their board of directors, and that's everything that we're gonna be covering in today's section. But on top of that, I also, a little over a year ago, became a Microsoft Excel MVP. That is what the picture you see over here was. I had the opportunity to tour Microsoft's headquarters, and, it was really a surreal experience meeting probably the 30 to 40 of the most passionate, deakiest Excel users out there on the Microsoft MVP team along with Microsoft's, just staff where I got to see what was going on behind the curtain. But, you know, about three to four years ago, I also started sharing content across LinkedIn that I never thought would grow to where we are today, almost 500,000 subscribers and counting. We're also investing a lot in our YouTube channel if you're following me there, which has been a really fun ride. And along that way, I've been giving a lot of resources, many FP and A templates, which we will cover today over here. And like this says on the bottom, I am not just gonna be teaching you the theory. We're gonna be going the actual practicality, especially when we get to this templates part. You're gonna see how effective it could be when you have a cash planning overall process and framework in place. But I'll also be pointing out when that framework may start to break, may when you may wanna start looking at a different solution that fits your company's ultimate level of scale. And with that, I'm very excited to introduce today's sponsor who helps organize our webinars, who helps helps keep our webinars full of amazing insights and entirely free, And that is Agicap. Brandon, I am gonna let you take it away and tell us a little bit about yourself and Agicap. Thank you, Josh. I'm hoping as part of the webinar today, you've still got a few extra Eight Sleep mattresses that you could maybe throw my. way. That'd be a good a good plug as a a parting gift from the webinar today. But in all seriousness, hello, everyone. Appreciate the good attendance today. My name is Brandon Barnes. I am based in Austin, Texas. I help lead the go to market for the Agicap team here in North America. We've been around for about ten years. If you're not familiar with Agicap, we've got over 8,000 customers around the world, primarily in The States and in Europe with over 600 employees. But as you see on the screen, our USHQ was just opened up in Austin, Texas last summer. So a big period of growth for us as a business to help a lot of folks learn more about the cash flow management automation space. As you see on the left side of this screen here, if you go look at g two or any other software review sites online, you'll see that Agicap is the clear leader in the cash management space. So when it comes to automating the bank feeds, the payment execution, moving money between accounts, helping with forecasting visibility as well, we're going to be able to provide bit more than you'll be able to manage on your own. So we'll get into more of the actual platform at the very end of the call, but I'll toss it back over to Josh to dig into more of the content before that. Awesome. Thank you, Brandon. To answer your question, I do still have my Eight Sleep mattress. They were nice enough to give me one for free when I was working with them. And, honestly, very impressed when, I had an issue with it. They even replaced it years after I was done working with them. So highly recommend their product. But I'm extra excited also to have you here because while I have a lot of experience with cash flow planning, a lot of that has been with early stage startups, small businesses, how that ties into an actual FP and A process. And it was very eye opening for me, as I started posting content, to understand that as companies mature, their cash flow planning, which the word is really treasury, it can look completely different with a larger growing company, an enterprise company, compared to an SMB or an early stage startup. So given the fact that we have you guys here, I'm really excited to leverage your experience in hearing what you're seeing out there in the market to educate all of us. Because we in today's session, we're not just gonna be talking about managing cash. We're not just gonna be talking about the way in which you could increase your yield from 2.5% to 3% and how to deal with all those fluctuations. It really has to do with keeping profitable companies alive. And, you know, I have a personal story about this that, was very humbling for me. We had a lot of amazing growth with our accounting firm. But given the fact that we were working with these early stage startups, I took for granted just how much external factors can really affect a company's ability to maintain strong liquidity, to maintain strong access to capital, whether that be through lending or whether that be through fundraising. And when we had a few years ago, the interest rates starting to go up, it was really the first experience that I had where interest rates were, you know, bad at just a few percentage points. And a lot of the companies that we were working with ended up going under or struggling or laying off a ton of their staff, including us ourselves. And it really helped me appreciate just how much actual external factors can affect things. And one of the best ways really to make sure that you're not taken by surprise that you can weather the storm is by having a proper treasury management platform in place. So before we talk about all of that, I'm curious. We're going to get a poll up. Yasmeen, if you don't mind helping us, how many of you actually have a treasury management platform in place? Go ahead and answer that poll, and then we'll take a look afterwards to see what everyone reported. And we'll just give a sec. I see some people also commenting in the messaging about their treasury management platform. And we'll just wait another few seconds to analyze the results of that poll. So Charles over here says that he uses Excel for treasury management. I oftentimes do that with a lot of my clients, and I'm excited to talk about when that is a good idea and when that may cause you some issues. Great. Do we have the results from the poll? I'm curious how many of us are actually using this treasury management platform. Okay. So I don't see the results, but Yasmin over here was telling us that, 18 of us are using an actual treasury management platform, which means the majority of all of us are not. And, hopefully, this is going to be a strong learning experience as it will be for me about when exactly that's needed and when Excel will break down. Because my mistake that I was making was I equated cash management with FP and A. And the truth is, in many organizations, that is totally fine. Again, in many organizations, just like you may have your accounting function bundled with your FP and A function, many organizations, they don't have a separate treasury management platform or a separate treasury department to begin with. Instead, it's bundled into an FP and A with their three statement model, with their reporting from their ERP, with their light cash planning via an Excel file. And while that could be good for SMBs, the larger that you get, the more important and the more challenging it can be managing it with your actual FP and A process. So there are a bunch of differences here, as you can see, between both. To me, one of the biggest is really the frequency of that management. Typically, at least in my experience, is most financial models, part of an FP and A function, are all done on a monthly basis. You roll forward your files after the information comes in from the month at close. That allows you to understand how close you were on or how close you were off to a lot of your metrics, again, cash being one of the most important. But one of the challenges with that approach is you may be rolling forward your information fifteen days, even twenty days after the month end closes. Most companies can't even get their month end close done prior to ten days. Now, if you have a secret for how to get your month end close done even sooner, certainly let us know in the comments. But there are a lot of other differences. And, Brandon, I'm excited to ask you, given that you guys work in this space and see so many companies mix these two up, how would you really define the difference between an FP and A department, a cash management, or a treasury department, and when does it make sense in order to actually segregate these two? Yeah. Like you called out when folks lean more on a performance driven p and l based view of the business, They're just relying on more indirect forecasting methods. And and as you said, there can be delays with the close at the end of each month to where it might not be up to date Eight. throughout the entire month. And so Seven. cash management is really more of like a tactical and operational either daily or weekly maneuver for companies as they continue to grow. Now not everyone has a actual treasurer in place. Of course, as the company grows, that's when that role and department will be established. But even for smaller organizations where whether it's a VP of finance I'm talking to or a controller or even an just an FP and A director that is managing the cash as part of their overall function, it's normally part two or even part three or four of their daily tasks because that just requires a lot of time to to log in to different bank portals, to pull everything into Excel, to visualize not only where your money is right now, but where it's about to go. So it's just easier to project out based on what they know, based on the assumptions like it calls out on this screen here. So big difference is when we see a lot of folks run into situations where they have either a cache crunch or just an unexpected buffer that they weren't prepared for. That's where they start to realize like, oh, maybe this is something, whether it's Excel or Agicap, like even just the topic of looking at your cache a lot closer, that's when they realize, okay, this this needs to be either someone's main role or someone needs to set aside a lot more of their time to more daily cash management tasks. I can certainly speak to the idea of when a company is in a cash crunch, it really increases the urgency for a daily cash management system in place. Again, a lot of the early stage startups that we work with, especially during that period that I was mentioning where interest rates were high and they were having difficulty raising capital, they really needed to know each and every single day what was their cash balance, and they needed to make sure that we had the proper guardrails in place. So that part, I could understand. I'm curious when a company isn't in that position. Let's say they still have a strong cash position. A, what are the benefits of still tracking this daily? Is it just kind of grunt work? Hey. We have enough cash in the bank, so what does it really matter? And b, is there, like, an employee size or a revenue size where you oftentimes see company companies install a treasury function? Good question. I'd to answer the latter first, I'd say most commonly from what we have seen businesses that are above maybe 75, 100,000,000 in revenue, that that's where we more commonly see a true treasury function in place. But to answer your first question in terms of, you know, when folks already have enough cash in the bank, and and you kind of alluded to it earlier with your personal story of having exposure and experience in a low interest rate environment, now that moving money around is more costly than ever and having to go borrow funds is more costly than ever, I think a lot of the habits from ten years ago still remain today where folks can look at their balances and say, hey. I feel comfortable where we're at. We're not short on payroll going out twice a month. So it's not a huge issue. But the additional growth that they could gain, not only from perhaps better visualizing when they could pay off debt faster and save on interest or because of having a cash management process in place where you're projecting out expected transactions on a more granular level than just monthly projections, that could allow you to set aside some excess cash for half the month. Even if it's something you move around pretty frequently, could you earn 30% more in interest than you already were because you've got less of a cash buffer and more money strategically put to, as I said, either interest bearing accounts, you know, higher investment yields or paying off excess debt that you might already have. Of course, that's not even including potential investments you can make into the business too. But that's where we see folks kind of making the jump from just, hey, we have money, we feel comfortable with where we're at, we're not at risk of not paying our employees or our vendors to, okay, we wanna allocate our cash effectively, so let's actually track on a daily or weekly basis and move it around to potentially earn more or just lower our liability count. That makes a lot of sense and I think ties into all the reasons that we have over here. The first one, like you mentioned, cash is expensive. So yes, you may not be in a cash crunch, but at the same time, I have found that, generally, companies, once they reach a certain level of scale, they're almost always working with some sort of debt. And understanding when to draw down that debt in the event where, let's say, it's a revolver, there are certain covenants that they need to actually maintain, making sure that they're also maximizing the amount of interest that they can be generating if they don't have debt but instead are the, lenders of the debt themselves. They have a very large cash balance, and maybe they have some sort of treasury account. That to me makes a lot of sense. This this one probably speaks to me the most regarding the board. Now Brett over here mentions that has no treasury tool. He just logs into Chase and manages it manually. Now, Brett, I also run all of my businesses through Chase, and we are not VC funded. And because of that, you know, I don't have as strong of a need to report on cash balances. I really just oftentimes wake up. I click on the Chase app on my phone. I use the face ID. I see how much cash I have on the bank. Maybe I'll check a few transactions. But especially given the fact that we don't have, like, the most amount of activity in the world and we don't have this need for external reporting, our business doesn't have as much of a need for that. But any business that has external funding, now, you're not only managing the cash yourself, but you're also providing that transparency and visibility into your investors, into those lenders if you actually have the debt. And although it may not be today as relevant for these small finance teams to be using some sort of treasury management tool, in my opinion, the capabilities of what's possible in today's AI age, where literally you wake up and you just find out, like, this new technology just wiped out a bunch of processes we used to do manually, the bar is being raised. And I'm a huge believer in the stronger the processes, the stronger the tools that you're actually using, the more time that you have to drive those strategic insights. For those of you here who are a controller or a VP of finance or a factional CFO, to me, the most valuable actual service that you can be provided to your employer, to your clients, to anyone is driving those strategic insights. And having some sort of tool that allows you to actually understand every single day or every single week, what is your cash balance, how is that going to be affected by a few different levers, it could only help assuming you are being efficient with the way in which you're using that. Now, progressing again to these different stages, right, for a company who is just on the cash basis of accounting, well, that may be the simplest, right? You just log into your accounting system. You read what your actual P and L is. There may still be some differences. Again, debt is something that would still hit your balance sheet, and inventory can still, of course, hit your balance sheet. But ultimately, majority of businesses who are on a cash basis, they really just look at their P and L, and that's totally fine. Now, when a company grows to then the accrual basis, whether they're taking on that outside funding, whether they want to just understand a lot more about what's happening in all the different areas of their business, that's when they'll typically have some sort of FP and A function in for the very first time, and it's very common to have that directly in a spreadsheet. And, again, I'm excited in just a few minutes to show you my preferred approach with these small businesses for managing all that information in a spreadsheet. But what then changes the name of the game, which, again, is something I don't have as much experience with, so, Brandon, I'm excited to hear with you how you see companies make this jump and what that actually looks like. You know, stages three and four is, again, you have that treasury function, right? You're actually managing your cash in a diligent way as opposed to just a spreadsheet. So can you talk a little bit, Brandon, about when a company goes from stage two to stages three and four, what does that transition look like? Yeah. And clear to to emphasize what you just said. Like, not everyone needs to be at stage three or four. Like you said, you you have experience with smaller businesses that you can manage their cash just fine using a spreadsheet, using a simple Chase and bank login. So it it really comes down to noticing the time that it would be taking to gather all of that data. If you have five transactions a day, sure, not a huge deal. If you have one entity in your business, not a huge deal either. But as soon as you grow either of those main factors, whether it's just the entities in your business or the number of banks you connect to, number of bank accounts, that's where we see the need. And also to comment on the last slide where you just said, you know, AI is doing more new technologies coming in and kinda wiping out the way we used to do things. I think what's also common from what I see when folks reach out to us to to learn more about this is that a lot of businesses and just finance teams, to be specific, don't have experience using tools that aren't giant behemoth treasury management platforms. Like, there have been some tools that have been around for a really long time that have helped with building out a solid treasury function. However, they've primarily been designed for billion dollar plus businesses in terms of their revenue and their size. So if I'm a $10,000,000 business, a $50,100,000,000 dollar business year over year, I may may not have had the exposure in previous companies to know that, hey, there's a better way to manage visibility into where our cash is going than having to spend the equivalent of a down payment on a house on a larger treasury platform. So it really comes down to folks being able to allocate more of their time away from the daily manual fact gathering missions that they go on. Of course, that would just be exporting from their accounting system, exporting from the bank, whether that's in a spreadsheet or some other method that you manage it. We generally see steps three and four help folks just get to that next level of visibility and confidence to where their cash is secure. Their visibility is in a good spot and it's integrated in all parts of their business. It's not just a one person function, right? The CEO might have eyes into where their cash is at on a daily basis. Folks on the accounts payable, accounts receivable side have visibility into this as well. So it really goes beyond just the treasury function, especially with these smaller organizations, becomes just a foundation of how they approach cash as a business to make sure that they are collecting on time, to make sure that they are paying off their suppliers on time. And, of course, as I mentioned earlier, managing any other investments or liabilities that they need to pay off as well. So time is the biggest factor growing in terms of complexity is when we see folks really need to make that jump from two to three. Makes sense. And I'm actually curious over here. We have another poll for everyone. Do you separate your daily cash management from your forecasting and your long term cash forecasting? I know a lot of people, it's common for them to do weekly cash flow planning. I'm curious. Go ahead and answer that poll whenever you're ready if you actually separate these two. And we'll just take another minute or so for this poll to complete. And while people are answering that, Brandon, when it comes time then to implement this treasury function, in terms of the staff, what does that look like? Is it the existing team, the controller starts assuming the responsibility, the VP of finance? I know you said, like, everyone needs to have that transparency. Or is that when it's common for you to hire, like, a VP of treasury or a treasurer. I don't even know. Like, what do you even call the person who manages the treasury function? Yeah. It it's different with teams that we work with. It's not exclusively like, hey. We need to hire a treasurer to help manage this process. The platform is built to help smaller teams just build this into their day to day. And so in terms of assigning responsibilities, it might look different for each organization that implements Agicap. But just thinking of folks that I've worked with to help get the platform up and running in the past few months. For some teams, the point of contact has just been the VP of finance. For others, it's been the accounting manager even if some of their responsibilities roll over into managing cash. So differs for everyone, but main point is that this is actually helping you delay the process of actually managing or hiring, I should say, a true treasurer before you get to the size and complexity where this needs to be someone's full time job to manage all of this. Nice. When I hear the word treasurer, I just think of monopoly. I think I'm one of, like, the community chess cards that says, you know, as a treasurer, you get $50 or something. It's nice to know that it's a real job with actual actual use cases outside of monopoly money. Well, the poll is just about being finalized. And it looks like over here, it's closer than our last poll, but the majority are actually using daily cash management processes, whether that be in a spreadsheet or somewhere else, whereas 55 of us are not. And I see a few people in the chats mention a thirteen week cash flow forecast in Excel. Again, that's definitely very popular. And, of course, just managing on a monthly basis is popular as well. I'm excited now to talk about if the company is in that earlier stage, what does this actually look like in Excel? And we can talk about the pros and cons of using an Excel based approach for that. And, again, it really ties into a FP and A function. I'm gonna go ahead and share my screen on that. Just give me one sec. And I'm also gonna share this with everyone over here. Alright. Looks like we could all see our spreadsheet. I am gonna also zoom in a bit just so that it's a little bit easier. And here is the link for everyone. Did that actually go? I think I need to actually paste a literal link because it doesn't go from there. This should work. Okay. If anyone is having an issue, you could let us know directly there. So this, to me, is what a three statement model looks like. Now, you can't edit this file. Just hit the download. You can go to file and download a copy. And, again, we're gonna send this to everyone afterwards as well. So this to me is what a three statement model looks like. It's very common where you have a driver's tab, which includes all of your historicals across each of your accounts on your P and L and your balance sheet. And I like to take that one step further. I like to have a mechanism where I could just choose a different drop down from a six month average to a twelve month average or whatever I want. And this is where all of the assumptions will lie, whether I have a separate revenue tab, headcount tab, whatever. And creating a three statement model, for those of us who haven't actually done that, is really very simple once you have an income statement and balance sheet. All a three statement model is is a connected income statement and balance sheet, which then unlocks a full statement of cash flows. So this cash flows tab over here allows you to see what that actually looks like. And again, we have both our historicals and our projections. And this is under the indirect method, which is a lot easier to produce because, again, all you need is that income statement and balance sheet in order to understand the movements in all of your accounts and how that rolls up into your ending cash. But a challenge with this approach there are a number of challenges with this approach. First and foremost, a lot of people don't really understand how to read the statement. Now, everyone here may understand how to read that statement because we're finance professionals. But keep in mind, when you're presenting this to the CEO, to another department head, to anyone else, they may not understand what this means that accounts receivable had a net 6,500. Well, how could that make sense if we invoice $30,000 It's your job to actually inform them on how that works. But aside from the fact that it's difficult to read a statement of cash flows, this is also very lengthy, right? So I wouldn't necessarily put this in a dashboard. If we go to the summary financials tab, we'll then get to the second Excel file or the Excel tab that I like to use when showing cash. Here, I have a summarized version of my profit and loss and balance sheet as well as my cash flows. Now let me just expand these here. Now in this case, I'm summarizing at a very basic level of just cash from operating activities, investing activities, and financing activities. I could take that one step further over here on the drivers tab. If you just hit this little plus button, you'll see I have this summary grouping. So this summary grouping is what allows me to summarize my P and L and balance sheet. You could really use the same thing again to use a summarized version of your statement of cash flows. And what I like about this is this is a lot more reader friendly, where instead of it being this one lengthy report, you now have something a lot prettier. You could expand to a custom period showing a year to date and show in twelve months or an annual basis or a quarterly, all the way down to that monthly basis. Now, again, in an FP and A function, you're usually not getting more granular than the monthly basis, though we'll talk in a little bit about the weekly cash flow planning. And if you want to showcase this information in an even prettier dashboard, you could also utilize something like this, where you could understand the ending cache every single period. You could understand the cache movements. Everything is presented now in more of a portrait style, and I could change this, let's say, from trailing, twenty twenty five to trailing twelve months, or I could flip this here and change this to 2026. And, again, you have all of these different views that make it a lot easier to understand what exactly is happening in your cash compared to our first template, where it's just one long statement of cash flows. But as you can see, in this 2026 view, we're gonna run into trouble in February 2026. This may be something that I wanna actually call out. And the way in which I would call that out is via this cash out dashboard. And what I love about this cash out dashboard is I can now enter in the values directly on my drivers tab, and all the information will update in real time to showcase when I'm gonna run out of cash. So let's say I'm gonna do 500,000 instead. This is 5,000,000. Let's make that 500,000. Our cash out date was initially February. Now I don't have a cash out at all. If I change that instead to, let's say, 250,000, let's see what that does to our cash out over here. It still shows no cash out. But when I then undo that, the information then ties back to February 2026. Now there's one last template, and this to me is one of the trickiest because a weekly cash flow, again, is very valuable for true liquidity management. You're not just doing things on a monthly basis. You're actually understanding each and every single week where your cash is going. But you'll notice the difference in this approach is I'm not showing it via the indirect method. Instead of me just showing that movement in AR, I'm actually showing how much we collected from customers, how much was the difference maybe from what we invoiced, how much we paid to employees, capital expenditures, debt drawdowns, debt debt repayments, this information is a lot more challenging to put together because you can't just use your income statement and balance sheet. And this, to me, is one of the biggest reasons why Excel can break because you're doing a lot of that manual work and a lot of that repetitive work, taking away your energy, and why it makes sense to actually use a treasury management platform. So, Brandon, I'm excited now to hear a little bit about how you guys are tackling this problem. Because from what I understand, you guys have figured out a way to actually solve this issue where instead of you just entering in values manually into a spreadsheet and taking hours every single day or every single week to manage, you have a way to actually automate that. So why don't I take away the screen share, and you could talk a little bit about your approach and how you save people time in driving those insights? Perfect, thank you, Josh. Let me go ahead and share my screen. You could let me know when this comes in for you. You able to see it? Yes. Awesome. So just to back up a sec and cover where we are getting the data. Like what does Agicap look to connect to to automate some of this work? Part one is going to be your bank. And so like one of the gentlemen in the comments mentioned earlier and Josh mentioned, if it's just logging into Chase right now, pretty simple use case. We work with some customers that have dozens of banks, hundreds of bank accounts. And so in terms of the complexity to go in, log into those accounts and pull the updates and then put them on a spreadsheet can be pretty time consuming. So we establish a host to host connection with the bank. And so as you can see here in the past with this darker shaded green and red, we're highlighting the actuals. That's where we're getting the transactions and the balances for each bank account that we connect to Agicap so we can see everything that is coming in through your bank. Now in the future, we are highlighting the expected transactions coming from your ERP or your accounting system. So common ones, of course, that we see a lot, QuickBooks, NetSuite, Sage Intacct, tools like that. But even for industry specific accounting tools, whether it's manufacturing or you're in the food service industry, or even if there's some specific arborist ERP or accounting tool that we haven't worked with before, We're essentially just exporting the AR and AP information, the expected transactions that we have visibility into Agicap. So we're highlighting those as transactions that are to come and then building a forecast on top of that. So it's really those two main data sets that we are pulling into the platform and we're highlighting the different fields in various ways, time horizons being the main change for some of the modules that we have in Agicap. So after highlighting more of how we're collecting this data, wanna get more to part one of the cash function, which would be more of daily cash positioning. So this would be looking at your bank accounts that you connected to Agicap, seeing what their balance is to start each day. And then also, as we look at this example here, just for some example, bank accounts that are connected to this demo environment, we're showing the balance to start the day, but then also based on the expected transactions that we have visibility into what's coming next. Where is the account going to be at the end of the day, even as we go to the February based on the expected transactions that we can see in our system of money we're projecting in as well as the outflows that we have visibility into, we can easily spot issues in our cash position where there might be a cash crunch like we talked about earlier. Same thing applies for excess cash as well. We can set up these thresholds to where you can see as your money would change with this Chase Bank example, it's going from a low cash spot, but still positive all the way into an overdraft based on the transactions that we can see should happen today. Same thing applies for excess cash. So we can adjust the thresholds so that we can look at how much money should be set aside in any specific account. So that's different for every account that you connect, of course. So overdraft is gonna look different. Low cash as well as excess cash looks different for each bank account that you work with. So the goal is that we're giving you confidence to move money around, whether it's to make up for a shortfall or if you just have too much cash in an account so you can move it to an investment vehicle or just a different savings account. And then the part two of the banking integration is we can actually initiate transfers from Agicap. So whether that's taking our suggestions for how to move money around based on the cover period that you provide, or even just manually selecting, hey, I've got these two bank accounts, I wanna move over a $100,000, just as an example to cover for something. We can initiate the payment transfer between banks in Agicap. So that's something that a lot of folks take advantage of as well when they have multiple banks that they're working with. So as I mentioned, this is more of the daily cash challenge that folks have when they come to Agicap, visualizing where their accounts are on a daily basis and then also how those accounts are going to change over time. Now going along with the categories like the last spreadsheet that you showed, Josh, in terms of automatically sorting all of the transactions and building out a thirteen week forecast, like I saw some folks comment, this is where we can get much more specific with building out categories than folks might be used to. That's because we're using AI and frankly, just machine learning in the back end to learn how you are categorizing your transactions and then automatically sort those. So these example categories that you'll see here for operating inflows or investment outflows as examples, these are just templates in the demo environment, but we see businesses change these categories based on their most common inflows and outflows. I even saw a comment before this about a nonprofit that's getting government funding. Obviously, it looks different than a DTC brand that's getting money from Shopify or Amazon. So we need to be able to visualize the inflows and outflows with more specificity than perhaps you already have in your GL or however you're managing it using accounting categories internally. So you can get very specific with subcategories for the types of inflows or outflows. And then how we are teaching the platform is we're learning how you categorize over the first few weeks as well as uploading historical data from the past year of your bank and of your accounting tool as well. As you categorize these transactions, we're going to provide suggestions, build out rules, as well as just automatically help with the sorting so that the idea is after a few weeks of using Agicap, 90 to 95% of your transactions are automatically categorized. So when it comes to presenting to the board or just your executives of how cash is going to be moving over the next thirteen weeks, you can get much more specific highlighting not just expected accounts receivable, but where is that money coming from? Is it one large customer that is gonna make or break the February? You can get very specific with highlighting that key information. So again, this is all data that we're getting from either the bank from what's already happened, the actuals as you see here for the previous week, or what we have in the accounting system that we can visualize as I click in and just show an example like in client payment, we can show what's already been paid from the bank and then also what invoices are expected here. Same thing applies for recurring transactions like rent or payroll. If it's not technically in your accounts receivable or accounts payable, you can still add those transactions in as well. And we learn based on bank account transfer frequency, how to allocate that into your forecast as well. Now digging in more into the inflows, I'm sure it's different for everyone on the call depending on the business that you work in. But when it comes to forecasting the receivables and and when customers are actually going to pay you, that's where we see a lot of folks come to us with a challenge. Because of course, we're not the ones actually depositing the check or making the wire transfer when it's coming from a customer. So what we can do is use the data that we have at our disposal to make the best possible prediction of when we are going to receive those funds. And so I clicked into the accounts receivable module here. We can help when folks need to actually send out invoices and receive on their payments. But even when folks already have that process built out in their AR tool, if it's designated or in their accounting system, we simply provide a deeper look at their analytics when it comes to DSO by customer and aging balance so that we can provide a better forecast for money coming in. So if I go and click on this client example, we can pull based on your previous invoices when our customer is paying you. Is this customer paying very late? Like in this demo environment example, forty nine days past the due date. But perhaps it's, hey, we know that customer a always pays us on average five days late, makes a big difference if that's one of your larger customers to where you can forecast in your thirteen week cash flow that you're gonna get that money here this week as opposed to coming in next week. So that's how we're trying to use the historical data that we have in the past and the analytics from your environment already to better project how money is going to be coming in. Now moving to more of the actual forecast that we're going to be building out. We talked earlier about how a lot of folks that have more of an FP and A background or really just forecast their cash using their P and L on a longer term basis, don't have the more frequent updates to what's happening this month, next month, the month after. So we're essentially looking to combine more of the direct method by looking at your bank accounts as well as your expected transactions with more of the indirect method of looking at your longer term projections, historical data, looking at your p and l as well, and then merging that and tweaking that over time to find the the best short to medium term to even long term cash forecast possible. So as you come into the platform, you'll notice this lined part of the bar graph over the expected transaction. That's where we're building the forecast on top of the data that we're already getting from our accounting system. So we can import the forecast that you already have. So it's not gonna be something that you have to start from scratch if you already have this built out in Excel. But then when it comes to editing this over time, we can easily adjust in the forecast whether that's going to be a fixed forecast, we're basing it on historical performance. We have indicators like that your forecast for a specific category depends on the amount for another category. We can build out those formulas just like you would in Excel and even just click in to adjust any cells here. Now for a longer term view, this is where we can actually convert your p and l into a cash forecast. So this is gonna give you that longer term view. But as you see here, we're looking at a P and L. We need to convert, make sure those categories line up given that we're being a lot more specific in Agicap, making sure the delays and any due dates line up as well. And so that's going to give you that longer view because as I saw people comment earlier, really after thirteen weeks or three months, we can't really trust the numbers as well in terms of it's not as direct in terms of the data coming from our accounting system. We're more so just looking at projections. So that's where you'll see after the three month mark, we're really just relying on the forecast chart as you'll see here for that longer term view. Now we can compare as you see the actual versus forecast is highlighted in the past so that you can learn from how you forecasted in previous months. This view in terms of building out on the cash flow plan tab here, building out a forecast, you can edit this to also look at a weekly forecast, at a daily forecast. So it's customizable depending on how you structure your forecast as a business. But just to show you the example that this could be built out on a weekly basis as well. Now last thing I'm gonna highlight here on the cash flow plan and the forecasting tab is building out additional scenarios. So this is really common with folks that are looking to either expand the business, perhaps it's even just something as simple as changing office buildings. You know, your rent is going to adjust. You wanna visualize how is that going to impact your cash position. We can duplicate your forecast and essentially make additional scenarios. So if that's as simple as just your optimistic and pessimistic p and l, we can do that. If it's as specific as just editing one of these categories, like we want to increase the rent or hire more for a specific team, we can click on a new scenario and we'll see that as it's marked as red here, it's because this specific category, the rent has been adjusted to be much more expensive in this example. So we can compare and contrast to the main scenario to see how is that going to impact our cash over time. So in terms of visualizing more of the long term effects of your cache, this is something a lot of our customers use in the platform. That way you don't have to go build anything separate in Excel. It's as simple as comparing right here in the tool. Now, two other things we mentioned earlier, applying cash more effectively to either pay off debts or move to additional investments. We can add your debts, your bank loans, your credit lines as well into Agicap. So we can visualize what does that payment and interest look like for a credit line, visualize that before you actually pull money out. And then all of this data, of course, is being reflected back in that cash flow plan tab that I was just in so we can track all of the different liabilities we have to manage. Same thing for investments where we're highlighting scenarios and simulating if you move money around, what is that gonna look like, and then also helping with intergroup financing. As I mentioned earlier, the most common use cases we see when you're going from stage two to stage three, like in Josh Aharonoff's slide he shared earlier about the maturity of your cash strategy, one of the most common reasons that folks need to uplevel is the number of entities grow significantly. Maybe that's because you're a restaurant chain that has multiple locations or a home health or senior living facility that has multiple locations and multiple entities. That's where we can manage the views not only for intergroup financing as you move money around, but also for multi entity environments as I'll click into a consolidated view, we can look at your cash position across all entities on one screen. So in this environment, we're just looking at three demo accounts representing three entities. But if you had 10 entities as an example, you wanna view your forecast for each of them and the roll up, you could do that here as well as look at the bank account specific view for all bank accounts across all of your entities. Moving back to the specific entity, The US demo environment here representing just one entity. Last two things I'll touch on would be we can also assist with the start of the bank reconciliation process. So we already have the data in the tool from the bank in terms of all of the transactions as well as the expected transactions from your accounting software. So we can automatically reconcile your transactions, provide suggestions for transactions that might line up. But in the case of just manually reconciling and then moving to the exporting to your bank journal, that's where we can add in your chart of accounts, make sure that these are assigned before you actually export. We see this a lot with folks that leverage NetSuite and other ERPs where the reconciliation process matching payments to invoices can be pretty time consuming. This is a way that we can automate a little bit of that process for you. Last thing in terms of reporting. So dashboards, Josh mentioned earlier, having to tell the story of what is happening in your environment can be tricky sometimes depending on the level of granularity that the board or your CEO might expect. So we can build out specific dashboards that are tailored to the dollar amounts that they care about, the specific accounts, the forecast, whatever it might be. These are all just examples of the types of data that can be highlighted here, but we have a mobile app. So it's really common, like Josh alluded to earlier, just opening up Chase Bank app to view your accounts. Same thing could apply to an executive that wants to review their Agicap app environment. Just open it up, look at a dashboard, see where their cash is at on a daily basis, look at account balances, look at a forecast. All of that could be managed on the mobile app as well, something that's really popular again for more of the either CFO, CEO, someone that's not as in the weeds in the actual platform itself. So a lot of other things that we could dig into if you have any interest in learning a bit more about the process. After the call, we'll have ways that you can follow-up with us to get a little bit more personalized in your environment because obviously everyone's situation is different. But last thing I'll say is all of the data is exportable. So if it's something you want to move to Excel either to present to someone else or just play around with the metrics, you can export any scenarios as well as all of your transactions so that you can play around with it in Excel. So nothing is stuck in the actual Agicap tool. So Josh, I'll pass it back to you. Not sure if any questions came in while I was digging in into that, but hopefully got we can go into. yeah, we got tons of questions. I'm excited to go through all of them. I'm going to call a few of them out here. The first one from Thomas who asks, how far out can Agicap forecast only as far as the AR or AP schedules, I. E, would it use a future sales forecast, forecast expected AR six months into the future? We have about seven more minutes. We'll try to get to as many answers as we can. Yeah. Quickly to answer that one. We would build a forecast beyond just what AR and AP could could show. So that's where as I was highlighting the I think Brandon may term projections. frozen on me. I think you're good now, Brandon. You just had a slight glitch, but you're good. hear me now? Yes. You're good. Alright. So the AR IP is coming in from your accounting system, but very common use case that we can link to someone's sales forecast to pull in the longer term metric. So the idea is we're building the long term forecast, not just what you can see in your system. Awesome. And we're gonna prioritize all Agicap questions given that they're the sponsor here. A Andres asked, does it allow for accruals based on date ranges with auto reversal? That I'm not sure. I'll have to follow-up on that one after after the demonstration. I I'm assuming that's referring to more of, the p and l conversion section. Yes. So, yeah, From have to dig in on, that after. an accrual shouldn't really affect it, so I'd be curious about that, but, that. makes sense. Okay. Let's now cover what Sarah asked. Are we able to input projected revenue that is not in the accounting system that is connected? Yes. So we can connect other systems too. It doesn't have to be just your bank or your accounting system. You could bring in another Excel document that is a sales forecast or projected revenue. That way it can be real time as well. So that's definitely a big piece of what others bring into the tool. And Olf asked a question that I think is at the heart and soul of your tool, and that's where do you source the input info for that ML based categorization from? ERP AP data will be very different from info linked to the bank payment. Yeah. Correct. So those would be two different, I guess, types of categorization. So we'd be building rules for what the bank transactions look like, as well as for the naming conventions of the expected transactions coming in from the accounting system. So not just based on what we can read in the name of the transaction, other factors like timing, amounts, things like that that we learn in the back end, but really two separate categories looking at the actuals from the bank and then looking at expected transactions and how you categorize those. Awesome. Guys, keep the questions coming in the Q and A. We're gonna go through a bunch more. Angelie asks, How does Agicap process data on sales that do not go into AR but go to clearing accounts? In in that case, we would we'd be able to bring in the money from the transaction in the account. I guess you would and correct me if I'm wrong, Josh, from your experience, but I would assume you would wanna visualize when you're expecting that cash to come in. So you whether that's making a manual transaction that you're just expecting in aducap that you just build out on your own, that way there's at least, hey. We think next week we're gonna get x amount. And then once we visualize it from the bank, we're able to match those and drop the expected transaction. Yeah. That makes sense to me. Liz asked, is Agicap able to look at the ERP, parentheses NetSuite, open AR or AP aging to aid in forecasting? And I'm assuming the. answer to that is yes. That's. probably a resounding yes because you guys do so much more. You also look at the customer level. You look at historical information. So I'm not surprised to hear that. Mhmm. But this is a popular question that I heard. How does Agicap deal with cash flow in different currencies? Man, different currencies are just such a pain. How do you guys deal with that? Yeah. Good call out. We'd have a primary currency in your environment, but we'd be able to pull the currency for each bank, for each entity, and automatically convert the cash in the platform. So as I mentioned at the top of the call, we are initially a French based organization. So we have offices all over Europe. That's where our offices have been for the past ten years before we just opened up our US office last year. So when it comes to dealing with international currencies and and customers that work in a lot of different environments where they need to manage three to five entities that have three to five different currencies, that's really common for us. So whether it's US dollars, Canadian dollars, working with euros, or even really small countries and their currencies, we have exposure to a lot. Yeah. Talking about where Excel breaks when you start dealing with consolidations, let alone translations. Just the volume of data makes your Excel file go so slow, let alone the room for error. How about this question? Can Agicap work for a group of companies based across South Africa, USA, Canada, and The UK, various banks in each country? Yeah. Absolutely. That kinda echoes the the question about the different currencies. But multi entity international organizations, depending on where your banks are, and if it's even multiple accounting tools, would be able to segment that across your entities. And everything can be rolled up into one consolidated view as well. Awesome. Alright. Let's see if we could do one or two more questions. Do exports oh, yeah. Do exports come out clean, single column usage, clear of unnecessary headers, Yep. proper numeric or date formatting. Yep. Looks very similar to what you had built. Like, honestly, very similar to some of your templates that you highlighted earlier. So gives you the ability to tweak, even has some graphs just like we saw in the cash flow plan tab in Excel as well. Awesome. Okay. We got one, other question that is just a background filter. But what river is Brandon's office overlooking? I would assume a French one. But couldn't tell you exactly which one it is, Jay Foster. Cool. Well, these were some really great questions. I know we have a bunch more. Hopefully, the Agicap team maybe can get through the email to the other ones. I really encourage everyone to also book an Agicap demo. Again, a huge thank you for them sponsoring this. I personally learned a lot, especially, again, like I mentioned, given my experience with earlier stage companies and how just things look as you mature. And it really just becomes necessary to have a tool like Agicap because of all the complexities that Brandon really spoke about, Excel really would just break down. So thank you, everyone, for sharing that, Brandon. Is there anything else that you wanted to share before we end? I guess just to highlight that maturity slide that you highlighted earlier, the templates that you're giving out to everyone are fantastic and good to call out that some businesses are in stage one and stage two, and that's perfectly okay. Like, not every business needs the advanced categorization and the tools that Agicap can provide. So definitely take advantage of the templates that Josh sent out. And when they kinda reach that breaking point and the business continues to grow, that's where someone like Agicap can come in and help. But, yeah, appreciate having us on and and good conversation. Agreed. This is really very nice. Thank you, everyone, who was able to make it out today, and we look forward to seeing you guys all in the next one. Like we mentioned, we'll also be sharing the recording and resources most likely by tomorrow. So thanks, everyone, and see you next time.