Profit Mastery

This Friday at 10 AM ET. One hour with Colin King. Which Products Actually Make You Money.

If you have ever opened your P&L and thought "we made money this month, but I cannot tell you where it came from" this hour is built for you.

In 60 minutes, Colin walks through how to read margin line by line. What your sales mix is doing to total margin. Which products are quietly carrying the business. Which are quietly costing you money.

You walk away able to:
• Calculate the true profit on each product or service line.
• See how your sales mix is helping or hurting total margin.
• Decide what to push harder, reprice, or drop.

Built for owners of established businesses doing $500K to $10M in revenue, who already know good month and bad month but cannot point to which products or services are driving each.

$39 for non-members. Included free for PM Pro members.

Friday, June 19. 10 to 11 AM ET. Zoom. Recording included.

Registration link in the first comment.

Friday Forecast.

Spend 15 minutes this afternoon looking 13 weeks out.

Not the bank balance. Not last week's revenue. The 13 weeks ahead. Most owners cannot tell you which week in the next quarter is going to be the tightest. That week is the one to plan for.

Any tool works. A spreadsheet. A legal pad. The back of an envelope. Three columns. Each Friday for the next 13 weeks. Expected cash in. Expected cash out. Running balance. Even a rough version answers the question.

Three moves once you have it.

Find the lowest week. The smallest projected ending balance. Note the week and the number.

Read why it is the low. Is it a payroll Friday plus a vendor payment plus a slow AR week? A capex outflow without an inflow to match? A seasonal dip you knew about but did not size?

Move one number. Push a vendor payment back a week. Pull a customer payment forward by sending the invoice today. Move a planned hire by one pay period. Any of those moves the trough up by a few thousand. All three move it by a lot.

15 minutes. One sheet. The trough you actually have, instead of the one you discover at 9 AM on a Tuesday.

Pop quiz. When is your worst cash week of the year?

If the answer takes more than a minute to find, you have not built a forecast. You have built a bank account.

Most businesses have predictable cash troughs. Service businesses tighten before quarterly tax payments. Retail tightens in the slow shoulder months. Manufacturers tighten when a big customer delays payment by two weeks. The patterns are visible to anyone who looks at 13 weeks at a time.

The owners who scale see the trough coming six weeks out and act. The ones who do not see it scramble. They pull the credit line, delay payroll deposits, or call a customer they should have collected from in April.

Three questions worth answering this week.
• What week did your bank balance hit its lowest point last quarter?
• What was happening in the business that week that you did not see coming?
• What is the same week this year, plus six weeks of warning?

A 13-week forecast catches the trough before it arrives. Without one, the only signal is the bank balance, and by then the moment has passed.

Three.

That is the number of sections in the cash flow statement. Most owners read one of them.

Operating. Cash the business itself generates or burns each month. The number that tells you whether the business actually produced cash, or whether you collected on April while spending in May.

Investing. Cash going into or out of long-term assets. Equipment purchases, real estate, sales of assets. The line that tells you whether the business is investing in its own future or harvesting it.

Financing. Cash from loans, lines of credit, owner contributions, and distributions. The line that tells the truth about how the business is actually funded.

Pull the statement for May. Read all three. Operating positive but investing deeply negative? You are investing aggressively, fine, but the cash gap needs covering.

Operating negative but financing positive? You are running the business on borrowed money. That is a different conversation.

The P&L tells you what happened. The cash flow statement tells you where the cash actually went. Most monthly reviews stop at the P&L. The owners who scale read all three sections of the cash flow statement first.

"Will you have enough cash to cover the next three months?"

That is the question every owner asks on Monday morning. Most cannot answer without a little dread.

On Thursday, July 23, Colin King is hosting a half-day in-person workshop in downtown Indianapolis. Turn Profit Into Cash Flow. Walk in at 12:30. Walk out at 5:30 with a working 13-week cash flow forecast, built on a real anonymized business, plus a 15-minute weekly rhythm you can actually keep.

What you build in three and a half hours:
• A 13-week cash flow forecast. Built in the room, on a real case study.
• A clean read on the three sections of the cash flow statement.
• A monthly cash budget for longer-range planning.

Networking happy hour from 4:30 to 5:30, included. Drinks and light bites at the Skyline Club, 36th floor of the One America building.

Built for Indianapolis business owners, internal finance teams, and the advisors around them. CFOs, controllers, CPAs, commercial bankers, SBDC advisors, franchise consultants, wealth managers. If you run cash flow, or advise people who do, this was designed for you.

Colin runs this exact system inside a portfolio of companies generating $25M+ in annual revenue. Same system Profit Mastery has taught for 40+ years, condensed into a single afternoon.

Thursday, July 23, 2026. 12:30 to 5:30 PM. Skyline Club, downtown Indianapolis.

Save your seat. Registration link is in the first comment.

Sunday afternoon.

The back half of Q2 starts in the morning. 24 days until June 30. 24 days that decide the half-year.

Most owners walk into Monday with a list of forty things they could do. The owners who scale walk in with one.

Pick one this week.

One report you actually read every Monday morning. Pick it tonight.

One question you ask your team or yourself every Friday afternoon. Pick it tonight.

One decision you commit to making before June 15. The hire, the price raise, the vendor switch, the SKU cut. Pick it tonight.

The work is not picking the right one. The work is picking, period. Most decisions get better when they get made. The undecided ones rot in the drafts folder of your brain.

Monday opens fresh. One pick at a time.

"Business ownership is a lifestyle, not a finish line."

The pattern most owners run on is: build a thing, work really hard, hit a big number, exit, finally relax. Five chapters in a book that is shorter than the cover suggests.

The owners we have watched over 40 years tell a different story. The thing they exit usually finds them building the next thing within a year. The relaxation never quite arrives. The work was the thing all along.

Three reframes for the operators sitting on the second half of Q2.

Process beats outcomes. A revenue target is a moment. A weekly cash check is a system. Systems are what compound.

Owners who chase ten things daily finish fewer than the ones who pick one and finish it.

Find a small win. Take it on Friday afternoon. Then start over Monday.

Q2 closes at the end of the month. The work continues.

Pop quiz. Look at your AR aging report right now. Which customer has been over 45 days for two months in a row?

That person is the first call you make this afternoon.

Most owners would rather rebuild the entire reporting stack than pick up the phone and ask "hey, can you walk me through where invoice is in your AP process." It feels confrontational. It is not. It is a Friday afternoon.

The script that works.

"Hey, just checking on invoice . Anything I should know about? Happy to break it into a couple payments if that helps."

Three sentences total. Most of the time the customer apologizes, the invoice gets paid the next week, and you have a relationship that is slightly better than it was on Thursday.

Owners who hold this habit cut DSO by about eight days inside a quarter. Eight days of cash you already earned, sitting in someone else's bank account.

One Friday afternoon. One call. The cash habit that compounds the fastest.

Three numbers a clean May should hand you on June 1.

One. Operating cash flow. The actual cash the business produced. Not net income, not bank balance. The line on the cash flow statement labeled "Cash from Operations."

Two. Gross margin. Revenue minus cost of goods sold, divided by revenue. The number that tells you whether pricing is keeping up with cost. Compare to the same month last year.

Three. Days Sales Outstanding. How long it actually takes to collect what you bill. Most SMB DSO is around 29 days. Eight days of that is attention, not industry.

If those three numbers are not in front of you by next Friday, the books are not finished.

They are just filed.