FinPod

In this episode of Corporate Finance Explained on FinPod, we break down cash flow forecasting, why profitable companies still fail, and how liquidity, not earnings, determines whether a business survives. This episode explains how companies can look strong on the income statement while quietly heading toward a cash crisis.
Many businesses don’t collapse because they’re unprofitable. They fail because they run out of cash. Understanding the differences between profit, EBITDA, and cash available is one of the most critical skills in corporate finance. This episode shows how cash flow forecasting reveals timing risk, funding gaps, and liquidity shortfalls long before they appear in reported earnings.
In this episode, we cover:
– Why profitability and EBITDA can hide serious liquidity risk
– How timing differences between revenue, expenses, and cash create dangerous gaps
– The impact of accounts receivable, inventory, capex, and debt repayments on cash flow
– How operating, investing, and financing cash flows work together
– Why companies like Apple and Walmart manage liquidity so effectively
– What went wrong at companies like WeWork, Carvana, and Boeing from a cash flow perspective
– How short-term, 13-week, and long-term cash flow forecasts prevent financial surprises
We explain why cash flow forecasting is not just a treasury function, but a core finance responsibility. By mapping cash inflows and outflows over time, finance teams can anticipate liquidity troughs, plan funding needs, and make informed decisions before cash constraints become emergencies.
This episode is designed for:
– Corporate finance professionals
– FP&A analysts and managers
– Investment banking and valuation professionals
– Finance leaders responsible for liquidity, forecasting, and capital planning
Corporate Finance Explained is a FinPod series from Corporate Finance Institute (CFI), created to make complex finance topics clearer, more practical, and easier to apply in real-world decision-making.
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In most companies, budget season is a predictable exercise in "incrementalism," taking last year’s numbers and adding a 5% bump. But what happens when leadership drops a bomb and says, "This year, we start from zero"?
In this episode of Corporate Finance Explained on FinPod, we explore Zero-Based Budgeting (ZBB), a high-stakes financial framework in which every dollar must earn its right to exist. We unpack the mechanics of ZBB, the "Save to Grow" mindset, and the cautionary tales of companies that saved themselves into obsolescence.
ZBB vs. Traditional Budgeting: The Logic Flip
The fundamental difference between ZBB and the status quo is a shift in perspective:
Traditional Budgeting: Asks, "How much more or less do we need than last year?" It is comfortable, based on precedent, and often hides "historical entitlement."
Zero-Based Budgeting: Asks, "If we were building this function from scratch today, what would we actually fund?" It treats every expense as discretionary and requires a strategic justification for every line item.
The Mechanics: Decision Packages and Tiered Funding
The core engine of a successful ZBB program is the Decision Package. Rather than funding a department, leadership funds specific activities using a three-tiered approach:
Minimum Level: The "keep the lights on" spend. The bare minimum required for operations and regulatory compliance. 
Current Level: Business-as-usual spending. 
Enhanced Level: Discretionary funding for innovation, R&D, and new customer acquisition.
This framework allows leadership to make strategic trade-offs. For example, funding a "minimum" level for administration to prioritize "enhanced" funding for revenue-driving marketing.
Case Studies: The Scalpel vs. The Axe
Kraft Heinz (The Warning): Following a 2015 merger, the company applied a "ruthless" ZBB model. While margins shot up instantly, they cut too deeply into R&D and brand-building. The result was massive brand erosion and billions in write-downs. 
Unilever (The Blueprint): In response to market pressure, Unilever adopted a "Save to Grow" ZBB model. They targeted specific SG&A categories but "ring-fenced" strategic areas like innovation. Savings were immediately reinvested in the business, proving that ZBB can be a tool for growth, not just austerity.
The Role of FP&A: From Scorekeeper to Architect
Without a strong Financial Planning & Analysis (FP&A) team, ZBB is just a spreadsheet exercise. In a ZBB environment, FP&A professionals must:
Define Cost Drivers: Moving away from "last year's bill" to metrics like transaction volume or headcount.
Assign Ownership: Ensuring the person who owns the activity is the one defending the spend.
Differentiate Costs: Protecting "Change the Business" costs (future investments) from being swallowed by "Run the Business" costs (daily operations).

In corporate development and finance, the excitement of an acquisition often masks the underlying risks. Financial Due Diligence (FDD) is the structured investigation into a company’s total financial health. It is the crucial "forensic" step that moves a deal from celebration to investigation, determining whether a transaction is a winning strategy or a multi-billion dollar mistake.
The 5 Pillars of Financial Due Diligence
To assess risk and validate value, finance teams focus on five critical areas in the financial data room:
1. Quality of Earnings (QoE)
This is the bedrock of FDD. It separates "accounting profits" from repeatable, sustainable core performance. Teams look for Normalization Adjustments, stripping away one-time legal settlements or non-market salaries to find the true Adjusted EBITDA.
2. Revenue and Customer Analysis
High revenue numbers can be deceiving. Analysts dig into:
Customer Concentration Risk: If one customer accounts for 40% of revenue, the valuation must be discounted due to instability.
Churn Rates: Understanding why customers leave and how long they stay.
Revenue Quality: Differentiating between recurring contracts and one-time projects.
3. Working Capital and Cash Flow Health
This pillar determines if paper profits convert to usable cash. Red flags include:
Accounts Receivable Aging: Customers paying slower and slower, masking potential bad debt.
Inventory Turnover: Massive buildups that suck cash out of the business without guaranteed future sales.
4. Debt and Off-Balance Sheet Items
Lurking "landmines" can blow up deal economics. Analysts search for:
Pending litigation or unknown tax exposures.
Underfunded pension liabilities.
Environmental cleanup costs.
5. Forecast Assessment
Every target company presents a "conservative" growth story. FDD stress-tests these assumptions by modeling the unit economics (e.g., Customer Acquisition Cost vs. Lifetime Value) and building conservative "downside" scenarios.
The Role of FP&A: The Bridge to Integration
If you are in FP&A, your role is pivotal. You are the bridge between historical numbers and the forward-looking plan. Your team must:
Tear apart growth claims: If a company claims 20% growth, what is the required hiring plan and CapEx?
Scrutinize Synergies: Cost synergies (office closures) are reliable; revenue synergies (cross-selling) are highly speculative and should be heavily discounted in models.
Final Strategic Thought
FDD is not a box-checking exercise; it is the firewall that protects shareholder value. Master it by prioritizing the Quality of Earnings and never letting deal enthusiasm override forensic investigation.

Hayley Rosenlund’s career is a masterclass in navigating the high-pressure world of Capital Markets while maintaining personal integrity. From her early days at the LSE to leading sales teams in London and Paris, and eventually transitioning to executive coaching, her journey offers profound lessons on resilience, the "producer" mindset, and the evolving landscape of global finance.
In this episode of Careers in Finance on FinPod, we explore the grit required to move from a support role to a top producer, the financial reality of the gender pay gap, and how to redefine success when your values shift.
Navigating the Capital Markets Career Path
Hayley spent over a decade at RBC Capital Markets, specializing in fixed income sales. Her progression highlights the mental toughness required to thrive on a trading floor.
The Shift to "Producer": Moving from a graduate role to a producer is one of the most significant hurdles in finance. Hayley explains that success in sales isn't just about "pitching hard," it relies on active listening and authenticity. Understanding a client's balance sheet and liquidity needs requires letting them speak first.
The Impact of Automation & AI: Hayley witnessed the transition from voice-negotiated trades to Electronic and Portfolio Trading. With banks now executing massive blocks of risk (sometimes over €1 billion in a single trade), the role of the salesperson has moved from pure relationship management to complex execution expertise.
The Financial Reality of Gender Parity
As a vocal advocate for gender equality in finance, Hayley provides a candid look at why women often drop out before reaching senior leadership, despite equal hiring at the entry level.
Structural Changes Needed: To narrow the gender pay gap, Hayley argues for a shift toward Parental Leave (rather than just maternity leave) to level the playing field for hiring managers. She also highlights the need for dedicated mentorship to help women navigate mid-career inflections.
Success Redefined: The "90-Year-Old" Framework
The transition from a high-earning banking role to executive coaching was driven by a realignment of core values. Hayley shares a powerful construct for anyone considering a career pivot: The 90-Year-Old Question. Imagine yourself at 90 looking back at your life. What would make you feel proud? What contribution did you make? This focus on purpose over "self-image" is what allowed her to step away from the corporate ladder to focus on human-centric leadership and narrowing the gender gap.

"Going green" has transitioned from a PR commitment to a core financial strategy. For corporate finance teams, the challenge is no longer whether to invest in sustainability, but how to fund it while delivering long-term financial returns.
In this episode of Corporate Finance Explained on FinPod,  we move past the buzzwords to explore the specific financial mechanics, specialized debt instruments, and ROI frameworks used to fund the global corporate energy shift.
The Sustainability Toolkit: How Companies Fund the Transition
Finance teams have moved beyond simple carbon offsets to a sophisticated mix of capital tools:
Green Bonds
These work like regular corporate bonds, but the proceeds are strictly ring-fenced for eligible environmental projects (e.g., Apple’s multi-billion dollar bonds for renewable supply chains). Because they attract a massive pool of ESG-mandated capital, they often result in a lower cost of borrowing. 
Sustainability-Linked Loans (SLLs)
Unlike green bonds, the funds can be used for general corporate purposes. However, the interest rate is performance-based, tied to predefined KPIs (e.g., reducing CO2 emissions). If the company hits its targets, the interest rate drops. 
Power Purchase Agreements (PPAs)
Long-term contracts (10–20 years) to buy renewable energy at a fixed price. This allows companies like Google and Meta to lock in energy costs and avoid fossil fuel volatility without the massive CapEx of building their own wind farms.
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The ROI Framework: Modeling the "Green" Business Case
To approve these investments, finance teams use a five-pillar framework to calculate Net Present Value (NPV):
1. Direct Cost Savings: Immediate P&L impact from energy efficiency and waste reduction (e.g., Walmart's $1B in annual energy savings).
2. Risk Reduction: Sustainability initiatives reduce exposure to carbon taxes and regulatory penalties. In finance terms, this lowers the company’s Risk Beta, allowing for a lower discount rate in valuation models.
3. Capital Efficiency: Strong ESG performance lowers the Weighted Average Cost of Capital (WACC), providing a competitive edge in how the company finances itself.
4. Revenue Growth: Accessing new customer segments and enabling premium pricing for sustainable products.
5. Intangible Value: Enhancing brand equity and attracting top talent—harder to quantify but vital for long-term shareholder value.
Case Studies: Strategy in Action
Ørsted: Transformed from a fossil-fuel-heavy utility to a world leader in offshore wind by divesting old assets and aggressively raising capital through green bonds.
Ford: Issued a $2.5B green bond specifically to fuel its EV transition (e.g., F-150 Lightning), signaling market credibility and securing cheaper financing.
Microsoft: Applies the same rigor to carbon removal credits as it would to a multi-million dollar factory, analyzing ROI on direct air capture credits to hit its "carbon negative" goal.