13 weeks. Every cash pinch.
See when collections cover payroll, when the revolver steps in, and where available funding runs out.
Harbor Services Group · fictional $200M annual-revenue business. All values are USD thousands ($000). Period: 13 illustrative weeks, with no calendar start date. Dataset: harbor-cash-13w-2026-v2. This case is independent of the monthly lender model; inputs do not transfer between them. Explore CFO engagements · Seth Sokoloff’s work.
Closing cash / $000
Edit the weekly schedule ↓The next 13 weeks
Closing cashMinimum targetBelow target
Week 13 closes with $2.80M cash and $8.56M drawn debt. Total modeled interest: $200k. Target shortfalls include unfunded cash gaps; do not add them together.
The cash buffer is under pressure
In the default case, cash falls below the $2.80M target in week 12. The borrowing base is fully drawn that week, leaving a $590k buffer shortfall. Cash stays nonnegative.
Commitment is not availability
The $16.00M commitment does not guarantee access to that amount. Eligible receivables limit debt to $10.11M in week 12.
Focus the next review
Challenge collection dates and payroll timing ahead of week 12. Update eligible receivables separately and confirm daily cash needs; positive weekly totals can hide an intraweek gap.
Editable assumptions
USD thousandsCash and funding
Direct cash receipts and disbursements
Weekly schedule
Edit the four input columns. Enter outflows as positive values. Other payments should include every cash use beyond payroll and modeled revolver interest: suppliers, rent, taxes, capex, and other debt payments.
Eligible A/R is an independent week-end snapshot after collection and eligibility changes; it does not roll forward from receipts. Cash and debt reconcile at full precision; displayed amounts are rounded.
| Week | Receipts | Payroll | Other payments | Eligible A/R | Cash before funding | Draw | Repay | Closing cash | Drawn balance | Undrawn available | Uncured overadvance |
|---|---|---|---|---|---|---|---|---|---|---|---|
| W1 | 3,040.0 | 760.0 | 1,680.0 | 16,000.0 | 4,186.8 | 0.0 | 1,386.8 | 2,800.0 | 5,813.2 | 6,986.8 | 0.0 |
| W2 | 3,360.0 | 3,440.0 | 1,840.0 | 15,360.0 | 869.4 | 1,930.6 | 0.0 | 2,800.0 | 7,743.8 | 4,544.2 | 0.0 |
| W3 | 3,280.0 | 760.0 | 1,960.0 | 14,960.0 | 3,345.9 | 0.0 | 545.9 | 2,800.0 | 7,197.9 | 4,770.1 | 0.0 |
| W4 | 3,600.0 | 3,440.0 | 1,680.0 | 14,800.0 | 1,266.8 | 1,533.2 | 0.0 | 2,800.0 | 8,731.1 | 3,108.9 | 0.0 |
| W5 | 4,800.0 | 760.0 | 2,400.0 | 13,840.0 | 4,424.0 | 0.0 | 1,624.0 | 2,800.0 | 7,107.0 | 3,965.0 | 0.0 |
| W6 | 3,120.0 | 3,520.0 | 1,720.0 | 13,760.0 | 667.0 | 2,133.0 | 0.0 | 2,800.0 | 9,240.0 | 1,768.0 | 0.0 |
| W7 | 3,440.0 | 760.0 | 1,760.0 | 13,360.0 | 3,703.1 | 0.0 | 903.1 | 2,800.0 | 8,336.9 | 2,351.1 | 0.0 |
| W8 | 3,600.0 | 3,520.0 | 1,880.0 | 13,600.0 | 984.8 | 1,815.2 | 0.0 | 2,800.0 | 10,152.1 | 727.9 | 0.0 |
| W9 | 4,960.0 | 760.0 | 2,480.0 | 13,040.0 | 4,501.5 | 0.0 | 1,701.5 | 2,800.0 | 8,450.7 | 1,981.3 | 0.0 |
| W10 | 3,440.0 | 3,560.0 | 1,760.0 | 13,120.0 | 904.6 | 1,895.4 | 0.0 | 2,800.0 | 10,346.1 | 149.9 | 0.0 |
| W11 | 4,000.0 | 760.0 | 2,000.0 | 12,800.0 | 4,021.1 | 0.0 | 1,221.1 | 2,800.0 | 9,125.0 | 1,115.0 | 0.0 |
| W12 | 3,840.0 | 3,560.0 | 1,840.0 | 12,640.0 | 1,223.3 | 987.0 | 0.0 | 2,210.3 | 10,112.0 | 0.0 | 0.0 |
| W13 | 5,280.0 | 800.0 | 2,320.0 | 12,000.0 | 4,351.9 | 0.0 | 1,551.9 | 2,800.0 | 8,560.1 | 1,039.9 | 0.0 |
Scroll across for funding details. The CSV includes opening balances, interest, and shortfalls for every week.
How the model works
- Cash before funding = opening cash + customer receipts − payroll − other payments − interest. Weekly interest = opening drawn balance × annual rate ÷ 52.
- Funding capacity = the lower of the commitment and eligible A/R × advance rate when the borrowing base is enabled; otherwise the commitment alone. No other availability reserves, covenant tests, fees, or lender approvals are modeled.
- Repayment comes first. If debt exceeds capacity, available positive cash repays that excess even if it takes cash below the target. Any remaining surplus above the target repays the revolver. Uncured excess debt is shown as an overadvance, not new availability.
- Draw to the target, within capacity. The model draws only the amount permitted to reach the minimum cash target. A remaining gap stays visible. Negative closing cash represents cumulative unfunded payments, not an authorized overdraft; it carries into the next week.
- Weekly totals can hide daily pressure. Receipts and payments are netted within each week. Draws, repayments, and A/R capacity are tested at week-end. Confirm actual payment dates and daily availability before using a real forecast for funding decisions.
- A separate example. This is not linked to the monthly forecast, a lender compliance certificate, or a complete balance sheet. All cash and receivables are assumed unrestricted. No new equity or other unentered cash funding is supplied automatically.