“How much cash will you have in thirty days?”
Profitability and cash collection do not always fall in the same period. Review daily till and bank movements, tour operator collections, supplier payments and loan schedules together. Use short- and medium-term projections to plan cash needs before, during and after the season.
Treasury · Finance · Hotel management
Weeks 7–8: review payment timing alongside collection due dates.
Check till and bank movements, and reconcile the actual balance.
Place known commitments and planned budget cash movements on the calendar.
Review periods below the cash threshold in short- and medium-term projections.
Supplier payments and pre-opening costs can fall in the same week while tour operator collections arrive later. Compare expected balances with the minimum cash threshold, then assess payment timing, collection follow-up or financing needs in advance.
Cash vouchers are entered in batches, checked, and locked once the day is approved. Till access is permission-bound: each user sees only the tills they are responsible for. Reopening a closed day requires both authority and a reason, and the action is written to the audit trail.
Bank movements are imported with their transaction code; when the same movement arrives twice, the existing record is updated rather than duplicated. A rule engine classifies recurring movements automatically and the rest are matched by hand in the reconciliation centre. You do not start from zero each month.
The statement draws on three sources: actual movements, known commitments (cheques, loan instalments, supplier terms) and planned amounts from the budget. Together they produce the forward picture. Define a minimum cash threshold and any day that breaches it raises an alert.
One chain from the daily cash sheet to a 12-month projection. Banks, cheques, loans and current accounts meet in one statement.
One report catalogue from a USALI-aligned P&L to departmental profitability, with drill-down all the way to the account.
Who can see what, who approves what — all explicit. Every change is kept in the audit trail.
Bring department budgets, in-year forecasts and management targets onto the same account structure.
Assess seasonal staffing, pay assumptions and department productivity within the same plan.
Compare hotel results on a shared reporting structure and review performance by brand, region and ownership.
Let us walk you through it in 30 minutes — on your department structure, your chart of accounts and your numbers. Not a canned demo: your scenario.
