Profitable on paper.
Broke in the bank?
Tell us how your business is built. We'll show you where every rupee of your profit or burn is going — and which three levers will recover the most cash. Calibrated for Indian businesses across services, SaaS, manufacturing, consumer, and fintech.
Your top 3 cash levers,
ranked.
Of the diagnoses below, these three move the most rupees. If you fix nothing else, fix these.
Compress cash cycle
cash conversion cycle
Tackle DSO and DIO together — one releases AR, other releases inventory. Both compound.
Renegotiate vendor terms
payables
Renegotiate top-10 vendor terms to 60d. Pay strategic vendors faster for discount; stretch transactional vendors.
Recover trapped balances
trapped balances
List every advance & deposit. Chase vendor advances against POs not delivered. Pursue GST refunds. Document director loans.
Where the cash gets stuck.
Each row below is one of the common ways a business runs out of cash. Your number vs. sector good, average, and world-class — with the rupee impact of closing the gap.
The metrics
your sector actually cares about.
Cash flow is one lens. For your sector, here are the operating metrics that determine whether the cash flow gets better next year — calculated from your inputs, benchmarked against what world-class operators achieve.
Indicative.
And honest about what it can't see.
This is a directional model. Real cash flow involves monthly seasonality, working capital lumpiness, capex timing, deferred tax, ESOP exercise cash, inter-company netting, GST input credit cycles, regulatory refunds, MAT and concessional tax regimes (115BAA / 115BAB / LLP), cohort-level unit economics, and a dozen other line items no static tool can capture.
Sector metrics are approximations from your inputs. Real Rule of 40 uses GAAP EBITDA margin; real CAC uses cohort-level S&M attribution; real asset turnover uses average gross block. The tool's outputs are directional — useful for the conversation, not the audit.
If you're building for hyperscale, the right cash flow conversation isn't about optimising DSO — it's about designing capital deployment for the next 3 years. That's a different conversation. Either way, the answer to the gap isn't in a tool — it's in a conversation.
Errors or missing inputs: connect@dissent.one.
The gap isn't going
to fix itself.
Whether the answer is working capital discipline, capital structuring, or designing how this business deploys cash over the next three years — that's the conversation. That's what we do, every day, for clients building real ambition.
Brief Dissent Books →- Cash strategy for the next roundWhat to fix before fundraising — so the data room reads clean and the valuation holds.
- Capital structuringDebt / equity mix, working capital facility design, supply chain finance — designed against your cash profile.
- Working capital diagnosticsReceivables ageing, vendor terms, inventory turn — the operational levers, done right.
- Decision-ready MISMonthly close discipline so the gap is visible every month, not once a year.
- 13-week cash flow forecastingWhat's coming, not what already happened.
- Trapped balance recoveryRelated-party balances, vendor advances, regulatory refunds — chased and closed.