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Test a decision · Simulated data

Can collections support additional growth commitments?

DEC-FIN-008 · CASH FLOW EXPOSURE

Simulated demonstration data

Revenue growth is not translating into cash at the same rate

Decision: Can collections support additional growth commitments?

Financial impact

$680,000

Closing balance / trailing quarter

Evidence

Additional Verification Needed

46 source records

Recommendation

Review payment terms, collections priorities and cash requirements before increasing commitments.

Assumptions, risks & what would change the recommendation

Assumptions

Fictional records are internally consistent; validate real contracts and usage before acting

Key risks

Customer relationships
Collections administration
Financing costs

Would change it

Cash buffer is an assumption, not a real bank balance
Invoice balance is not a measure of lost profit
Historical AR series is illustrative and reconciles only at closing

Back to this finding

Evidence-linked decision

Revenue growth is not translating into cash at the same rate

Cash flow exposure · fictional records and app calculations · separate from company-wide strategy totals

Inspect source records

Original Finding · DEC-FIN-008 · $680,000

BL-DEMO-2026-10-V1 · analysis 2026-10-28T18:10:00Z

Baseline Scenario

Created 2026-10-29T07:22:28.516Z. Changes below affect only this scenario, never the original finding.

Expected benefit realization70%Implementation delay (months)3Implementation expense$20,000Payment term reduction (days)15

Decision alternative

Gross annual

First-year cash release, net costs

Ongoing savings

Implementation

Penalties

Break-even

A · Maintain current approach

Underlying exposure continues

See finding

$0

Not recurring savings

$0

Not modeled

Scenario dependent

B · Revise payment terms

Customers may resist shorter terms

See finding

$256,164

Not recurring savings

$20,000

Not modeled

Scenario dependent

C · Prioritize overdue collections

Slower realization; pilot may not generalize

See finding

$57,417

Not recurring savings

$12,000

Not modeled

Scenario dependent

Cash release is not profit or lost revenue. Both options are one-time working-capital improvements. They are alternatives, not additive.

Optional live review uses Ask Decidian and may take 1–2 minutes. Source records and current assumptions are sent only when requested.

Test a different finding

Three departments are paying for overlapping software Vendor charges may not match contract terms Technology spending is growing faster than usage Additional client work is reducing profitability Strong campaign metrics can hide low-profit customers Revenue growth is not translating into cash at the same rate Revenue growth is masking declining profitability Renewal timing can lock in unnecessary cost Sales growth forecasts conflict with delivery capacity Active accounts can still need retention attention High-intent leads have slower follow-up Underperforming client contracts Software & vendor waste Sales-to-operations misalignment Delayed collections Contract pricing optimization Improved sales conversion Client retention improvements Resource utilization improvements

Company-wide strategy test

Separate company model · These assumptions and results do not change the selected finding.

Company-wide financial assumptions

Revenue growth18.4%

Added acquisition spending+20%

Customer acquisition cost$14,375

Customer churn14.0%

Contract pricing increase10%

Employee utilization74%

Salary & labor cost change+0%

Service delivery efficiency+0%

Implementation costs$250,000

Retention sensitivity to price0.50× (loss per point of increase)

Company-wide scenario

Company-wide strategy comparison

Measure	Strategy A — Aggressive Growth	Strategy B — Profitability FirstMODEL LEADER	Strategy C — Balanced Strategy
Incremental revenue (first year)	$762K	$90K	$381K
Incremental revenue (run-rate)	$1.52M	$180K	$762K
Incremental operating profit (first year)	−$130K	$280K	$60K
Incremental operating profit (run-rate)	$249K	$979K	$458K
Cash impact (first year)	−$224K	$620K	$13K
Downside exposure (severe vs. base)	$7,292	−$42K	−$51K
Implementation cost	$140K	$250K	$145K
Break-even timing	Month 10	Month 6	Month 7
Primary risks	— Needs about 4 new hires to deliver the added work — Existing leakage patterns are replicated in new accounts	— Slower near-term revenue growth; customer resistance to contract changes	— Execution complexity: two programs run at once

App calculation Model leader = highest average of base and severe-case first-year operating profit impact. Scenarios are illustrative; no probabilities are assigned. Cash, revenue and profit are separate measures.

Company-wide profit bridge

Current operating profit$1,817,600
Scenario effect on existing business$0
Leakage reduction$200,160
Growth & pricing contribution$144,753
Implementation & operating costs−$284,960
Projected operating profit$1,877,553

Operating profit only — gross revenue opportunities are not counted as profit. First-year applies ramp-up timing and includes one-time implementation costs.

Company-wide Decidian interpretation

Challenge the company strategy

Run the stress test first, then challenge the recommendation.