Cash Flow Executive Summary | Period: Jan 2025
Operating CashFlow
(9,473,921)
Previous914,784
MoM Chg.-1136%
vs Budget-7%
Investing Cash Flow
166,391
Previous103,921
MoM Chg.+60%
vs Budget+160%
Financing Cash flow
4,587,671
Previous(41,288)
MoM Chg.>9999%
vs Budget+143%
Net Cash Flow
(8,293,673)
Previous1,415,620
MoM Chg.-686%
vs Budget+1%
Heads-Up Panel (Alerts AI)
| Metric | Value | Multiplier |
|---|---|---|
| Net result | (3,573,813.46) | (3.57) |
| OCF (Excl. Net result) | (5,900,107.75) | (5.90) |
| ICF | 166,391.02 | 0.17 |
| FCF | 4,587,670.74 | 4.59 |
| Net Cashflow | (8,293,672.91) | (8.29) |
Cash Flow Waterfall (in M)
Increase
Decrease
Total
Key Performance Indicators
| Cash conversion ratio | 265% Strong cash generation from earnings |
| Cash flow margin | -83% Low cash flow from sales |
| Cash burn rate | 789,493.43 Monthly Operating Cash Burn |
| Cash Conversion Cycle | 21.70 Excellent working capital cycle |
Executive Summary - AI Generated
January was a liquidity shock, posting a net loss of –AED 3.57M and an alarming cash outflow of –AED 8.29M. This collapse was driven by a breakdown on all fronts: massive payables settlement (–AED 9.31M), inventory buildup (AED 3.46M), and continued AR stagnation. Despite having positive working capital movements in prior months, the company was unable to insulate itself from the full reversal of deferred liabilities and over-accrued obligations. January represents the materialization of every delayed payment, every uncollected receivable, and every stock excess. This is not a cyclical dip — it's an exposure of structural financial misalignment. Liquidity recovery will take several months unless rapid changes are made.
Action Plan
• Implement emergency liquidity protocol — all non-essential spend on hold
• Prepare rolling 13-week cash forecast, updated daily
• Initiate bridge financing or contingency facility discussions immediately
• Launch margin review taskforce to identify fixed cost overhang
• Reset 2025 budget using zero-based cash planning.