Calculator

Liquidity calculator — how many weeks of cash are left

Six numbers every company knows or should know: cash, credit lines, weekly inflows and outflows, one-off payments, a safety threshold. The result is not a diagnosis — it is the two numbers every liquidity conversation starts with: how many weeks are left and how big the hole is.

Cash todayPLN kbalances of all accountsUnused credit linesPLN koverdraft, factoringWeekly inflowsPLN kaverage, from actual collections, not invoicesWeekly outflowsPLN kpayroll, suppliers, instalments, taxes — averageOne-off payments within 13 weeksPLN kquarterly VAT, bonus, balloon instalment, disputeMinimum safety balancePLN kbelow this the company stops paying on time

Weeks to the safety threshold

10 weeks

Weekly result (inflows − outflows): -45 PLN k
Balance after 13 weeks: -375 PLN k
Gap to close: 375 PLN k
Extra weekly inflow required: 29 PLN k

There is a gap, but not an immediate one. Order of moves: supplier payment shifts, receivables factoring, only then the bank — with this ledger in hand.

An indicative tool: the result is an order of magnitude on your assumptions, not a valuation or tax, legal or investment advice. Data entered into the form is never sent or stored anywhere.

How it is computed

1Available fundsCash plus unused credit lines minus the safety threshold. A line counts only if the bank actually lets you draw it — an overdraft “up for renewal next month” is not an available line.
2Weekly resultInflows minus outflows, average per week, from actual collections over the last 8–13 weeks — not from invoices issued. If the result is negative, weeks to threshold = available funds ÷ weekly burn.
3Balance after 13 weeks and the gapAvailable funds plus thirteen weekly results minus one-off payments. A negative balance is the gap; divided by thirteen it gives the amount to add each week — from factoring, from payment shifts, from the owner.

Note: the thirteen-week cash ledger (PDF)

Frequently asked questions

Where do weekly inflows and outflows come from?

From bank statements for the last 8–13 weeks: total credits and total debits, divided by the number of weeks. It takes an hour and is more reliable than any sales plan. Exclude one-off payments from the average and enter them separately.

What safety threshold should I set?

The minimum is one payroll plus social contributions — the amount whose absence on Friday means a crisis on Monday. In companies with volatile inflows (projects, seasonality) two weeks of outflows makes sense.

What next when the calculator shows a gap?

A full thirteen-week ledger: not averages but specific inflows and outflows week by week, with a payables queue and scenarios (deferral, factoring, cuts). That is the tool you take to the bank or to the partners — and the one I build for clients within days.

Let’s talk about your situation

Write a few sentences about the company and the problem. I reply within two working days and the first conversation is free.

Write to me