Metronomics builds cash clarity into the growth system itself. The Cash System — one of the seven — gives your leadership team a rolling 12-month cash forecast, a cash conversion cycle you actively manage, and the Power of One: knowing exactly which small lever moves cash most.
The paradox of scaling: the faster you grow, the tighter cash gets. Most growth-stage companies manage by bank balance — and get surprised, quarter after quarter, right when they need capital most.
Cash isn't a finance-department problem. It's a leadership-team system — and it has to be connected to strategy and execution, or the plan and the bank account drift apart.
Cash forecast before widgets — you see the position months ahead, so growth decisions are funded on purpose, never a scramble.
How long a dollar takes to come back home — measured, owned by the leadership team, and shortened deliberately quarter over quarter.
What a 1% price change, one day of receivables, or 1% of COGS does to cash — so the team knows exactly which small lever moves it most.
Because it's one of the seven connected systems, cash ties directly to your 3HAG and quarterly execution — and lives in the software where the whole team sees it, not in a spreadsheet somewhere.
The Cash System builds a rolling 12-month forecast, an actively-managed cash conversion cycle, and Power of One analysis into your quarterly rhythm — owned by the leadership team, visible in the software.
A simple analysis of what a 1% or 1-day improvement in each cash driver — price, volume, COGS, receivables, payables, inventory — does to your cash position, so the team focuses on the lever that matters most.
Cash is one of the seven connected systems — your 3HAG sets the destination, quarterly priorities move toward it, and the cash forecast tells you whether the plan is funded. Nothing drifts apart because it's one system.
The assessment scores your cash system alongside the other six — five minutes to a clear picture.
