Two jobs start together. Can the cash cover both?
Each job looks manageable on its own
Suppose two accepted projects both need materials before their first customer payment. Each project manager has checked their own start-up requirement against the business's current bank balance. Together, the requirements may use the same cash twice.
Put the project schedules into one business view before relying on either conclusion. The relevant question is what the combined commitments require on the dates they fall due.
Translate project milestones into cash dates
List deposits, materials, wages, subcontractors and likely customer receipts by project. Distinguish the date work is completed, the date a claim can be made and the date payment is realistically expected.
Identify assumptions that still depend on an approval or delivery. Do not turn a tender opportunity into a confirmed receipt just because the business hopes it will fill a later gap.
Add the shared costs once
Combine the project movements with rent, administration, tax, finance and other business commitments that need to be included. Check whether an item already appears inside a project's cash schedule before adding it again centrally.
business.gov.au's cash-flow statement brings incoming and outgoing money together. A combined project view applies that approach to the whole business rather than treating each site's cash needs as independent.
Look for the overlap that creates the shortage
Identify the first period where simultaneous commitments exceed available cash. Explain which jobs and payments create the pressure. A large annual turnover figure will not answer a shortage concentrated in the first two weeks of both projects.
Check the practical alternatives with the people responsible. A proposed purchasing change must fit the work schedule; a later customer receipt cannot simply be pulled forward without a supported basis.
Keep sequencing changes tied to commitments
If a start date or order is changed, confirm the agreement and review consequences for the other work. Consider crew availability, equipment and payment timing together. Do not advise the site team to delay contracted work solely to make the spreadsheet positive.
Show uncertain changes as scenarios and obtain advice where contractual obligations or the ability to meet debts are affected. Keep the original committed position available for comparison.
Use the combined view at the next job decision
Before accepting another project, add its expected cash movements to the existing commitments. Review the result with the people who understand both the job delivery and accounts.
If the combined schedule shows a funding gap the business cannot manage, bring it to your adviser or CRP. Explain which jobs overlap and when. The purpose is to make the decision using one pool of business cash, counted once.