What’s Your Monthly Nut?

The Cash Flow Planning Strategy Every Business Owner Needs

 
 

At Sum of All Numbers, we’re all about helping business owners move from overwhelm to clarity. The March workshop focused on doing exactly that.

We unpacked one of the most important (and often overlooked) numbers in your business:
What’s the minimum amount of cash you need each month to keep your business running, no matter what?

We call this your Monthly Nut. Once you know it, you can make faster and more confident decisions—both in emergencies and during everyday operations.

What’s In (and Out) of Your Monthly Nut

This isn’t about tracking all your expenses—it’s about identifying the costs that continue even when revenue slows down.

Excluded (these turn off when sales stop):

  • Materials or supplies tied directly to sales

  • Subcontractor costs

  • Other variable, project-based expenses

Included (these don’t go away):

  • Rent and utilities

  • Payroll

  • Debt payments

  • Owner pay (yes, you still need to eat)

  • Insurance

  • Software and tools

  • Required licenses

These are the costs you’ll be responsible for—even if your income drops to zero.

The ABC System: A Smarter Way to Prioritize Expenses

Michelle introduced a clear, behavior-based method to sort your expenses:

  • A = Absolutely Must Pay
    Non-negotiables that keep your business operating
    Examples: rent, essential payroll, critical software, insurance

  • B = Can Keep Going... For Now
    You can pause them temporarily, but not forever
    Examples: bookkeeping, some software, non-critical insurance

  • C = Cut Immediately If Needed
    Non-essential or forgotten expenses
    Examples: meals and entertainment, duplicate subscriptions, office janitor

This system isn’t just for emergency planning—it’s a valuable framework for long-term decision-making, pricing, budgeting, and profitability.

Real-World Example: A $53,000 Monthly Nut

One business owner applied this framework and discovered:

  • A Expenses: $30,000

  • B Expenses: $15,000

  • C Expenses: $8,000

  • Total: $53,000/month

That clarity made it easier to set real goals, like:

  • Building a 3-month emergency fund for A expenses = $90,000

  • Or creating a full 2–3 month cushion for A + B + C expenses

💡 Pro tip from Michelle: Name your emergency fund after someone you love. It creates an emotional connection and makes you less likely to dip into it for non-essential reasons.

Why This Framework Matters (Even When It’s Not an Emergency)

Sure, this approach helps you weather disruptions—but it’s also useful when:

  • You want to cut costs without harming operations

  • You’re preparing to hire or make a big investment

  • You’re analyzing pricing and profitability

  • You want to reduce financial stress and improve clarity

The goal isn’t just survival—it’s building a financially resilient business. One where you act with intention, not reaction.

Once you know your Monthly Nut, the next step is looking ahead—so you’re not just reacting to what’s happening today.

Read the April Blog: Forecasting — Seeing the Road Ahead in Your Business

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What Exactly Should Your Chart of Accounts Look Like—And Why Does It Matter? February Workshop Recap: Building a COA That Works for Your Business