Finance and Banking

Cash Flow Analysis and Anticipating Financial Distress

Practical training in cash flow analysis and financial distress, grounded in real cases and applied to your own operation.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Cash Flow Analysis and Anticipating Financial Distress
5days

About the programme

Course Overview

Models supporting cash flow analysis and financial distress fail quietly, and usually at the worst moment. The audit trail behind financial distress matters as much as the decision itself. Where the wider financial and banking practice agenda is measured, it improves; where it is only discussed, it drifts. Participants gain a realistic view of what cash flow analysis and financial distress costs and what it returns. This programme builds this area of financial and banking practice from first principles, without padding and without omitting what matters. It is designed for mixed groups, so that financial distress is examined from more than one functional angle. The teaching approach is deliberately practical: participants build a control framework for cash flow analysis and financial distress as they go. Improvement in financial distress stalls when it depends on one capable individual rather than a defined method. Participants finish with a short, specific brief on the financial and banking practice capability ready to put in front of a decision maker.

Expected Learning Outcomes

  • Build a concise control framework for cash flow analysis and financial distress that colleagues can follow without further explanation.

  • Establish the segregation of duties required around financial distress.

  • Structure records of cash flow analysis and financial distress so that they answer the questions an auditor will actually ask.

  • Diagnose whether a problem in financial distress is one of design, resourcing or discipline.

  • Plan the remediation route when a weakness in cash flow analysis and financial distress is identified.

  • Assess the capital and liquidity implications of financial distress.

  • Validate the assumptions inside any model supporting cash flow analysis and financial distress.

Who Should Attend

  • Board risk committee members overseeing cash flow analysis and financial distress.

  • Staff seconded into improvement work on financial distress.

  • Officers preparing reports on cash flow analysis and financial distress for boards or oversight committees.

  • Credit and underwriting officers assessing financial distress.

  • Operations staff executing and settling cash flow analysis and financial distress.

  • Regulatory reporting analysts covering financial distress.

Course Modules

Open any module to see its sessions and topics.

01

Cash flow analysis and financial distress: audit evidence and examiner readiness

2 sessions · 8 points

Session 1Reporting cash flow analysis and financial distress so the reader can act on it

  • Set out how exceptions to cash flow analysis and financial distress are requested and approved.
  • Identify the data already collected that bears on financial distress.
  • Verify reconciliation and settlement controls covering cash flow analysis and financial distress.
  • Review concentration by counterparty, sector and geography inside financial distress.

Session 2What to measure in financial distress and what to ignore

  • Test cash flow analysis and financial distress against a scenario the organisation would rather not model.
  • Build the internal briefing that explains financial distress to those affected.
  • Design the exception process for cash flow analysis and financial distress and require a documented rationale.
  • Review whether financial distress is aligned with the objectives of the business line.
02

Financial distress: pricing, profitability and risk-adjusted return

2 sessions · 8 points

Session 1Handling a breach of policy on financial distress properly

  • Confirm reporting on cash flow analysis and financial distress reaches the committee that can act on it.
  • Confirm client due diligence standards applied to financial distress are current.
  • Set escalation thresholds for cash flow analysis and financial distress that work out of hours.
  • Translate the appetite for financial distress into limits someone monitors daily.

Session 2The early warning on financial distress that arrives in time

  • Remove steps in cash flow analysis and financial distress that add effort without adding assurance.
  • Document the remediation plan for each known weakness in financial distress.
  • Set the review interval for cash flow analysis and financial distress and who attends.
  • List the assumptions in any model supporting financial distress and when each was last challenged.
03

Financial distress: exceptions, breaches and remediation

2 sessions · 8 points

Session 1Concentration building quietly inside financial distress

  • Confirm that contractual obligations around cash flow analysis and financial distress are understood.
  • Assess the capital consumed by financial distress under current and stressed conditions.
  • Map the handovers in cash flow analysis and financial distress between functions and secure them.
  • Define acceptance criteria for financial distress in advance.

Session 2Making cash flow analysis and financial distress work when resources are constrained

  • Confirm regulatory reporting on cash flow analysis and financial distress is complete, timely and reconciled.
  • Set early warning indicators for financial distress with defined action thresholds.
  • Confirm that those complying with cash flow analysis and financial distress understand why it exists.
  • Identify the key controls over financial distress and who tests them.
04

Financial distress: stress testing and scenario analysis

2 sessions · 8 points

Session 1Building lasting competence in financial distress

  • Check the legal and contractual exposure created by cash flow analysis and financial distress.
  • Prepare the evidence pack demonstrating financial distress operated as designed.
  • Check that records of cash flow analysis and financial distress answer the questions likely to be asked.
  • Draft the minimum viable control framework for financial distress.

Session 2The assumption inside the model for financial distress that nobody revisits

  • Confirm segregation of duties across initiation, approval and settlement of cash flow analysis and financial distress.
  • Estimate the resource financial distress requires to run as designed.
  • Define the trigger that would require cash flow analysis and financial distress to be redesigned.
  • Name a single owner for each element of financial distress.

Choose the package that suits you

Silver Package

At least 3 people

USD1,250
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Gold Package

At least 3 people

USD1,850
  • 5-night stay in a 5-star hotel
  • Workshop or Program Participation
  • Airport Transfers
  • Customized Badge
  • Expert Mentorship (Private Sessions)
  • Supervision & Secretarial Services
  • Accredited Certificate of Participation
  • Complete Training Kit
  • Coffee Break
  • Closing Ceremony

Complete your registration

We will contact you within one business day to confirm.

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