Points of Interest00:01 – 01:28 – Introduction: Marcel and Carson set up the focus of the episode on why cash flow deserves as much attention as profitability in agency businesses.01:28 – 03:31 – Two Extreme Cash Flow Scenarios: Carson shares real client examples of agencies with tight cash despite solid operations and others with healthy bank balances masking eroding profitability, highlighting why cash and profit are easy to confuse.03:31 – 07:35 – Cash Flow vs Profitability and the Accrual Lens: Marcel explains that cash flow and profitability are correlated but distinct, outlining how agencies can be profitable with poor cash flow or unprofitable with strong cash, and introduces the importance of having both cash and accrual views.07:35 – 11:01 – Debt, Leverage, and the Cost of Poor Cash Flow: The conversation turns to agency debt, debt service ratios, and how borrowing is often used to cover weak unit economics, with Marcel warning how costly debt and “poor person pricing” can wipe out thin margins.11:17 – 18:03 – Lever One: Speeding Up Cash Collection: Marcel walks through practical ways to accelerate cash in the door, including stronger payment terms, bigger deposits, earlier invoicing, incentives for early payment, AR processes, auto-pay, and invoice factoring, while stressing how faster cash can create a dangerous illusion of higher profitability.18:03 – 21:28 – Lever Two: Delaying or Spreading Expenditures: The discussion shifts to reducing or smoothing cash outflows via flexible labor, aligning contractor terms with client terms, shortening the “cash down payment” needed to serve large projects, and avoiding unprofitable work chosen only for easier cash flow.21:28 – 26:34 – Variable Cost Models, Leasing, and Refinancing: Marcel outlines options like moving from upfront to usage-based models, leasing instead of buying, using tax planning, and refinancing expensive lines of credit into longer-term, lower-interest loans to ease monthly cash burden.26:34 – 29:04 – The Trap of Short-Term Cash Fixes: They highlight how tactics that conserve cash now—high-interest credit, invoice factoring, short-term debt—often make the business more expensive to run later, and stress the importance of applying for credit while the business is still healthy.29:04 – 33:12 – Lever Three: Building Cash Reserves and Planning for Seasonality: Marcel explains how to build three to six months of operating expenses plus two to four payrolls in cash, manage owner distributions, plan for slow periods like holidays, and use shareholder loans and credit strategically.33:12 – 36:21 – When Big Cash Reserves Hide Problems: The hosts discuss how large cash balances can mask emerging profitability or cash flow issues, arguing for a disciplined cadence of reviewing both cash and accrual metrics so owners see problems before they become crises.36:21 – 40:25 – Key Profitability Benchmarks Agencies Should Track: Marcel summarizes the core accrual benchmarks—delivery margin, direct delivery margin, overhead as a percentage of AGI, operating margin, average billable rate, utilization, and average cost per hour—as the foundation of sound unit economics.40:25 – 43:11 – Cash Flow Metrics and Parakeeto’s Evolving Role: The episode closes with a rundown of cash-specific metrics—cash reserves, operating cash flow vs EBITDA, AR/AP days, CAC payback, debt service coverage, and line-of-credit usage—and a look at how Parakeeto is expanding its services to help agencies manage profitability and cash flow holistically.Show NotesPodcast Episode on Revenue Recognition with Marcel & Carson Link to Notes File For Cash Flow Improvement Love the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.
