How many days is healthy?

Many advisors suggest 30–90 days of operating cost as a resilience buffer — more for seasonal or volatile trades.

No — it's a free illustration. Your actual Creditcorp offer depends on an assessment of your company.

Days cash on hand calculator — Calculators

How to use it

Enter your figures above — the result updates instantly and nothing leaves your browser. Results are illustrative, not a quote or credit decision.

How to interpret the result

The figure this tool produces is a snapshot, not a forecast. It tells you how long the business could keep paying its bills if every inflow stopped tomorrow and outgoings carried on as normal — useful for stress-testing resilience, but not a substitute for a full cash flow forecast that accounts for seasonality, contracted income, and planned spending. A limited company with lumpy revenue (project-based work, seasonal trade) should treat the number as a floor rather than a typical position, since average daily cost can understate the outgoings during a busier or more expensive period.

Context matters more than the raw figure. A company with predictable, contracted income can reasonably operate comfortably on a slimmer buffer than one whose revenue depends on a small number of customers or unpredictable footfall. Before drawing conclusions, it is worth cross-checking the result against upcoming known commitments — a tax payment, a large supplier invoice, or a seasonal dip — that the average daily cost figure alone will not surface.

Limitations and good practice

The calculation assumes daily running costs are stable, which rarely holds exactly true — payroll, rent, and supplier payments often cluster around specific dates rather than spreading evenly. For a more reliable picture, recalculate periodically (monthly or quarterly) rather than treating a single result as fixed, and compare it against the company's own cash runway calculator result, which factors in ongoing income rather than assuming none.

This tool does not account for cash that is tied up but not readily accessible, such as funds ring-fenced for VAT or payroll, or deposits held against contracts. Directors should treat the output as one input among several when reviewing working capital, alongside a look at the cash conversion cycle to understand what is driving cash needs in the first place. As with all the tools on this page, the result is an illustration for planning purposes and is not a lending decision or offer of finance.