Profit and cash movement describe different aspects of a business. A useful starting point for cash-flow planning is understanding when receipts and payments occur.
List expected customer receipts, recurring payments and planned purchases. Compare expectations with actual movements regularly, and note the reasons for differences.
Discuss the assumptions behind the forecast with your adviser. A simple, regularly updated view can support a more focused business conversation.
This is general information, not a recommendation about a financial product or a substitute for advice on your circumstances.