Project future cash flow with recurring income and expenses, one-time items, and rolling balance visualization over 12+ months.
Map expected cash movement across a 12-month or longer planning period. Enter an opening balance, repeatable income and expenses, and dated one-time items; the tool calculates each month's net movement and carries the closing balance into the next month. The rolling view helps reveal when available cash may peak, decline, or fall below zero. The common misreading is to treat the result as profit. It tracks modeled cash timing, so unpaid invoices, depreciation, and other noncash accounting entries are not automatically represented.
A concrete input and expected output from the current implementation.
Input
Opening balance: $1,000 Forecast: 12 months Recurring income: $500 per month Recurring expense: $300 per month One-time expense: $100 in month 2
Expected output
Monthly net flow is +$200 in month 1, +$100 in month 2, and +$200 in each remaining month. Closing balances are $1,200, $1,300, $1,500, $1,700, $1,900, $2,100, $2,300, $2,500, $2,700, $2,900, $3,100, and $3,300. Total income is $6,000, total expenses are $3,700, and net cash flow is +$2,300.
The recurring items contribute $500 - $300 = $200 each month. Across 12 months that adds $2,400, while the month 2 expense removes $100, taking the $1,000 opening balance to $3,300.
Recurring income and expense entries contribute to every applicable forecast month. For each month, expenses are subtracted from income to produce net cash flow. That movement is then added to the prior balance, creating a sequence of linked closing balances rather than twelve independent monthly totals.
A one-time item affects only the month assigned to it. Because later balances carry forward earlier results, a single receipt or payment changes not only its own month's closing balance but every subsequent point in the rolling balance view. Moving an item between months can therefore expose or remove a temporary cash shortfall.
No. It forecasts modeled cash balances, which are different from accounting profit. A business can show profit while waiting for customers to pay, or show negative profit while retaining cash from earlier periods. Use this result to examine liquidity and timing, not as a substitute for an income statement.
Create separate forecasts using conservative, expected, and optimistic amounts or timing. The tool produces a deterministic result from the entries provided; it does not make an uncertain payment more likely. Comparing scenarios shows which assumptions cause a low or negative balance and how much cash buffer may be needed.
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