Mark Osborne explains how chasing big, prestigious projects can leave a growing company unable to cover payroll and rent. Without a cash-flow forecast, teams get trapped doing high-profile work while smaller revenue jobs go undone, forcing reactive decisions and stress.
Because maybe if it's a big project, you have to take all your people to work on that big project that has a lot of prestige, and then you can't do smaller projects that provide the cash in that you need for payroll and office rent and whatnot. And so once you're in that position, then you really have to start planning ahead. You have to have a forecast in place, a cash flow forecast that you really can see the different
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