Your bank says yes. Your profit says no.
Your data syncs in and gets projected forward. One switch above the table decides whether you're reading when the money moves — or when it was earned.
1 model
two views
1 click
cash ↔ profit
Day by day
in both views
Cash flow forecast
| Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 |
| Revenue | |||||||
Service revenue | €14,800€14,800 | €15,600€15,600 | €16,900€16,900 | €17,600€0 | €18,400€0 | €19,100€0 | €19,800€0 |
| 4400 · Project fees | €10,656 | €11,232 | €12,168 | €12,672 | €13,248 | €13,752 | €14,256 |
| 4410 · Retainers | €4,144 | €4,368 | €4,732 | €4,928 | €5,152 | €5,348 | €5,544 |
Product sales | €2,350€2,350 | €2,100€2,100 | €2,600€2,600 | €2,450€0 | €2,550€0 | €2,600€0 | €2,700€0 |
| Total revenue | €17,150 | €17,700 | €19,500 | €20,050 | €20,950 | €21,700 | €22,500 |
| Operating expenses | |||||||
Rent | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450€0 | −€1,450€0 | −€1,450€0 | −€1,450€0 |
Payroll | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800€0 | −€9,800€0 | −€9,800€0 | −€9,800€0 |
| 6000 · Salaries | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 |
| 6010 · Employer contributions | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 |
Subscriptions & software | −€640−€640 | −€640−€640 | −€640−€640 | −€640€0 | −€640€0 | −€640€0 | −€640€0 |
| Total operating expenses | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 |
| Change in cash | €5,260 | €5,810 | €7,610 | €8,160 | €9,060 | €9,810 | €10,610 |
| Cumulative cash | €47,260 | €53,070 | €60,680 | €68,840 | €77,900 | €87,710 | €98,320 |
Status quo
Cash and profit live in two different places today
The accounts say the month was good. The bank balance says otherwise. Both are right — they just date the same amounts differently. But they sit in two files, from two sources, with two versions of the truth, and nobody converts one into the other.
Today
- Accounts here, bank balance there
- Numbers copied across by hand
- Backwards-looking, month by month
- “Profit or liquidity?”
With Foreqast
- One model, two views onto it
- Data syncs in on its own
- Projected forward, day by day
- One switch, both answers
How it works
Sync it, project it, switch it
Four steps: the data arrives on its own, gets carried forward, and the same forecast reads either as cash or as profit.
Sync your data
Accounting, shop, payment providers and ad platforms connect once and then sync daily by themselves. Booked actuals arrive already assigned to an account; anything without an integration comes in by CSV with a saved mapping.
Connected systems
DATEV
Accounting · bookings with account assignment
Shopify
Shop · orders, refunds, purchase costs
Stripe
Payments · payouts and fees
HubSpot
CRM · deals and pipeline
Project it forward
History becomes the forecast: Foreqast carries every line forward from its drivers and marks exactly where the booked numbers stop and the model starts. Change a driver and the projection moves with it.
Projected from your own history
| Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 |
| Revenue | |||||||
Service revenue | €14,800€14,800 | €15,600€15,600 | €16,900€16,900 | €17,600€0 | €18,400€0 | €19,100€0 | €19,800€0 |
| 4400 · Project fees | €10,656 | €11,232 | €12,168 | €12,672 | €13,248 | €13,752 | €14,256 |
| 4410 · Retainers | €4,144 | €4,368 | €4,732 | €4,928 | €5,152 | €5,348 | €5,544 |
Product sales | €2,350€2,350 | €2,100€2,100 | €2,600€2,600 | €2,450€0 | €2,550€0 | €2,600€0 | €2,700€0 |
| Total revenue | €17,150 | €17,700 | €19,500 | €20,050 | €20,950 | €21,700 | €22,500 |
Every amount carries two dates
Each position in the model has one amount and two dates: the day the economic event happens, and the day the money actually moves. A shop order is sold today and paid out in a fortnight; a yearly premium is paid in January and used up over twelve months.
One amount, two dates
The switch decides which of the two dates the forecast uses. The drivers, the amounts and the booked actuals stay exactly the same.
Toggle between cash and profit
The switch above the table picks which of those two dates counts. Cash view: payment terms, payout schedules, deposits and due dates all apply — the liquidity view, with a running cash balance. Profit view: revenue on the order day, cost of goods matched to it, salaries and contracts accrued across the period they cover. Same drivers, same amounts, different dates.
Profit forecast
| Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 |
| Revenue | |||||||
Service revenue | €14,800€14,800 | €15,600€15,600 | €16,900€16,900 | €17,600€0 | €18,400€0 | €19,100€0 | €19,800€0 |
| 4400 · Project fees | €10,656 | €11,232 | €12,168 | €12,672 | €13,248 | €13,752 | €14,256 |
| 4410 · Retainers | €4,144 | €4,368 | €4,732 | €4,928 | €5,152 | €5,348 | €5,544 |
Product sales | €2,350€2,350 | €2,100€2,100 | €2,600€2,600 | €2,450€0 | €2,550€0 | €2,600€0 | €2,700€0 |
| Total revenue | €17,150 | €17,700 | €19,500 | €20,050 | €20,950 | €21,700 | €22,500 |
| Operating expenses | |||||||
Rent | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450€0 | −€1,450€0 | −€1,450€0 | −€1,450€0 |
Payroll | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800€0 | −€9,800€0 | −€9,800€0 | −€9,800€0 |
| 6000 · Salaries | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 |
| 6010 · Employer contributions | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 |
Subscriptions & software | −€640−€640 | −€640−€640 | −€640−€640 | −€640€0 | −€640€0 | −€640€0 | −€640€0 |
| Total operating expenses | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 |
What you get
Both questions answered from one model
“Will the money last?” and “are we actually earning?” are two questions. You answer them in one click, off the same forecast.
1 model
two views
1 click
cash ↔ profit
Day by day
in both views
Cash flow forecast
| Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 |
| Revenue | |||||||
Service revenue | €14,800€14,800 | €15,600€15,600 | €16,900€16,900 | €17,600€0 | €18,400€0 | €19,100€0 | €19,800€0 |
| 4400 · Project fees | €10,656 | €11,232 | €12,168 | €12,672 | €13,248 | €13,752 | €14,256 |
| 4410 · Retainers | €4,144 | €4,368 | €4,732 | €4,928 | €5,152 | €5,348 | €5,544 |
Product sales | €2,350€2,350 | €2,100€2,100 | €2,600€2,600 | €2,450€0 | €2,550€0 | €2,600€0 | €2,700€0 |
| Total revenue | €17,150 | €17,700 | €19,500 | €20,050 | €20,950 | €21,700 | €22,500 |
| Operating expenses | |||||||
Rent | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450−€1,450 | −€1,450€0 | −€1,450€0 | −€1,450€0 | −€1,450€0 |
Payroll | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800−€9,800 | −€9,800€0 | −€9,800€0 | −€9,800€0 | −€9,800€0 |
| 6000 · Salaries | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 | −€8,200 |
| 6010 · Employer contributions | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 | −€1,600 |
Subscriptions & software | −€640−€640 | −€640−€640 | −€640−€640 | −€640€0 | −€640€0 | −€640€0 | −€640€0 |
| Total operating expenses | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 | −€11,890 |
| Change in cash | €5,260 | €5,810 | €7,610 | €8,160 | €9,060 | €9,810 | €10,610 |
| Cumulative cash | €47,260 | €53,070 | €60,680 | €68,840 | €77,900 | €87,710 | €98,320 |
What you need
Your accounting — the rest sharpens it
Accounting supplies the booked base for both views. The shop and your payment providers supply the dates that make cash and profit differ in the first place.
See all integrationsRequired
Optional — sharpens the cash view
Related decisions
Keep exploring
Further reading
The thinking behind it, explained
Cash-based or model-based planning: the difference that decides how good your forecast is
Every forecasting tool is one of two kinds: it reads what already happened to your bank account, or it calculates what will happen from the drivers of your business. Here is what separates them, why it decides how useful your forecast is, and how to build the second kind.
Cash flow vs profit vs bank balance: the difference that catches founders out
Profit, cash flow and your bank balance are three different numbers — and confusing them is how profitable businesses run out of money. Here's the difference, with a worked Excel example where the same month is both profitable and cash-negative.
“The month looked good in the accounts and tight in the bank. Now I see both side by side — and understand why.”
Founder, online shop
FAQ
Cash and profit, answered
What's the difference between the two views?
The cash view dates every amount to the day the money moves — payment terms, payout schedules and deposit instalments all apply. The profit view dates it to the day the value is earned or consumed. Payment delays are meaningless there and never applied.
Are these two separate forecasts?
No. It's one model with the same drivers and the same amounts. The switch only changes which of the two dates an amount lands on — and therefore the shape of the curve.
Do my actuals change with it?
No. Booked actuals are identical in both views — the ledger records what was booked. Only the forecast half of the horizon gets re-dated.
Which view is the default?
The cash view. For most small businesses liquidity is the more pressing question. Your choice is remembered until you change it.
Can I edit cells in both views?
Yes. An edit made in the profit view belongs to the P&L and one made in the cash view belongs to the cash flow, so a change you make in one view doesn't re-date itself into the other.
See both views of your numbers
Connect your accounting, watch the forecast build itself, and switch between cash and profit. Free to start.
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