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Hi {{first name|there}},
Cash flow shouldn’t be something you manage after the fact. It should be something you engineer in advance.
Yet most CEOs treat cash like a byproduct of performance. When it tightens, they cut costs. When it loosens, they push revenue. That creates short-term relief, but it doesn’t create control—because it leaves the real cash system untouched.
Cash almost never disappears overnight. It weakens through a slow accumulation of “reasonable” decisions: collections that drift, working capital that expands unnoticed, investments approved without return discipline, and financing terms that don’t match how the business actually consumes and produces cash. By the time the strain becomes visible in the bank balance, flexibility is already gone—and every next move gets more expensive.
That’s what I want to address in today’s issue.
Here’s what we’re covering today:
Cash flow engineering and why reactive management fails even in profitable companies
The four cash levers CEOs must manage simultaneously: operations, working capital, investments, and financing
The upcoming webinars and masterclasses to build practical leverage before 2026 decisions get locked in
Early Bird and Strategy Call Bonus for the February 11 cohort of the CEO Financial Intelligence Program
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