20 entities, one cash position. A consolidated 13-week forecast in 90 days.

Every entity reported its own cash. No one reported the group's. Consolidated group cash was only available after month-end consolidation closed — typically the third week of the following month — so by the time the CFO could see what the group actually had, half the period it described was already over. The CFO had four problems running in parallel, each getting worse as the business grew:

• Visibility lagged by three weeks. Group cash arrived only after month-end consolidation, leaving liquidity decisions perpetually late.
• No shared 13-week forecast. Some entities forecast cash, some didn't — and those that did used different templates, assumptions, and time horizons. There was no way to build a group rolling forecast without first rebuilding 20 different inputs.
• Intercompany transactions were buried. Significant inter-entity flows — shared inventory, services, treasury sweeps — were never eliminated in any forecast. Cash that looked available in one entity was already committed to another.
• Treasury was reacting, not deciding. When a single entity ran short, the group treasurer scrambled to find cash within hours. Funding, drawdowns, and supplier payment timing were always retroactive — never planned.

In the first two weeks we found the group didn't need more software — it needed a single shared mental model of how cash actually moved across the entities, and a process to keep it current. We surfaced roughly $4M+ of working capital that looked like a buffer in individual entity reports but was already committed to group obligations, and learned that of the 20 entities only 6 forecast cash at all — none in a form that could be aggregated. EasePro's role was to design the system, build the first version, and train the team — not to be a permanent consultant in the loop. We built five deliverables:

• Standardised entity-level input template — one fixed input schema across 20 entity workbooks, with built-in validation, designed for entity controllers.
• Consolidated 13-week cash flow model — pulls all 20 inputs, applies intercompany elimination logic, and produces a single rolling forecast with on-demand entity drill-down and scenario inputs.
• Weekly group cash position dashboard — a one-page summary of group liquidity, near-term obligations, and the weekly gap or surplus, distributed every Monday with colour-coded warnings.
• Treasury decision brief — a weekly memo translating the dashboard into 3–5 specific deploy / draw-down / delay / accelerate decisions, each tied to an entity with its reasoning shown.
• Internal team enablement — a written operating manual, recorded walkthroughs, and a four-week shadow period where the team ran the cadence and we reviewed, with a named-role handover.

The 90 days ran in four phases — diagnosis (weeks 1–2), the first consolidation (weeks 3–5), dashboard, decision brief and intercompany logic (weeks 6–9), and team enablement plus shadow period (weeks 10–13) — each ending with a working deliverable in hand, not a deck.