Sentences with phrase «look at a cash flow»

When looking at a cash flow statement, you have three main breakdowns that show where cash is coming from and going to:

Take a look at your cash flow and your business plan.

Consider the company's revenues, assets, and profits — historic and projected — and take a look at cash flow, debt, and other key numbers.

What interested us about Lendio is that they didn't look at equity; they looked at the cash flow.

They weren't looking at our personal credit score; they were looking at our cash flow and whether we'd be able to pay the loan back.

In addition to your personal credit score and business credit profile, we look at your cash flow, your annual revenues, and other information to evaluate whether or not we'll offer your business a loan.

«When you look at cash flow, you're looking at the success of a business.

Looking at cash flow, cash flow from operations was negative $ 1 million.

However, it's only risky on assets you have no control over or when you over leverage without looking at the cash flow closely after debt service.

When Excel Capital told me they looked at cash flow, not just my credit score, I knew it was something I should do.

This week, in the fifth part of the series, we take a quick look at the cash flow statement.

Actuaries look at the cash flows, and make minimal assumptions about markets continuing to operate.

Assuming a 20 % growth from last year's Monitronics figures we might be looking at cash flow per share of $ 6.60 to $ 9.50 per share this year, and, using the above cash flow multiple, we might get to a range of values for Ascent's Monitronics business of $ 40 to $ 75 per share.

There are other reasons for looking at cash flows, also.

Take a look at the cash flows in the accounts.

Do they look at cash flow, free cash flow or earnings, and how do they justify their answers?

As for underlying free cash flow — as some would call it, maintenance free cash flow (free cash flow a company generates after necessary spending required to maintain assets & remain in business)-- here's another look at the cash flow statement:

First, did you not look at the cash flow statement showing negative cash from ops and investing, and cash inflow from financing?

To me, this is a true representation of the investment, rather than simply looking at the cash flow in isolation or speculating on the appreciation in the property value.

If you look at cash flow, which is perhaps a better barometer of performance, you will see that operating cash flow of $ 15 million is significantly less than the net income of $ 91 million.

When you look at your cash flow, if you really can't make it work to repay both of your HBP loans, then focus on your husband's portion of the loan first because he is in the higher tax bracket.

does nt warren buffett happen to say you need to look at cash flows & the total price if you were to buy the whole business (EBITDA / TEV any connection??)

Look at your cash flow.

However, it's only risky on assets you have no control over or when you over leverage without looking at the cash flow closely after debt service.

«There's definitely been a downturn in the economy which is forcing small businesses to take a hard look at their cash flow,» says Andriessen, principal of Andriessen & Associates.

We look at the cash flow, what leverage we can get on the deal, what we think the property could be sold for, and then come up with an IRR that we want to get over a five - year hold.»

To me, it gets real messy just looking at cash flow or cash - on cash return and being OK with just saying «yep I got positive leverage!».

Among other things we will look at the cash flows, expected appreciation, and the existing debt and returns on your current equity.

The goals were shifting and I was now looking at cash flow and appreciation on my rentals over 18 - 20 years.

For example, someone buying a home for themselves might be interested in a big kitchen with granite counter tops, cherry hard wood floors and his and her's walk - in closets while an investor is going to be looking at cash flow, repairs needed and cash flow.

Rentals held long term will be looking at cash flow, maintenance allocations, management expenses, vacancy rates will often be known down to an area of town.

Would a lender not be more inclined to look at a cash flow statement as evidence of the profitability of the company?

Hi Jade — First of all, I always look at cash flow first.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

You know there's no — there's no like business school like, «oh we'll do a discounted cash flow or we'll look at a property, and we'll look at the rents and the market.»

«We are lending against collateral - your receivables - and while a bank may take assets as collateral they are really looking at historic cash flows and your ability to repay the loan.»

«When you look at our track record of what we've done over the last several years, you've seen that effectively we were returning to our investors essentially about 100 percent of our free cash flow.

For instance, Trian argues, investors should really be looking at how much money DuPont has invested in its business and how much cash flow it has gotten back from those investments.

«We can look at corporate balance sheets and have confidence of their cash flow over one, two, or three years,» says Warren Pierson, senior portfolio manager with Baird.

There are lots of strategies for buying a company, and many focus on cash flow and return on investment, but today we look at an example that deals with overcoming everyday business problems.

A lender will look at the strength of your cash flow and the strength of your business credit to qualify you for a line of credit.

Similarly, looking at it from an enterprise value basis, assuming a free cash flow margin of 25 % for FY18 (consensus estimates are at 24 %) on sales growth of 12 % (in - line with consensus) along with a EV / FCF multiple of 11x (in - line with the peak multiple leading up to the iPhone 6 cycle), we come up with a stock value in the mid $ 160s as well.

A lien can negatively impact your cash flow and overall debt burden — other factors that lenders look at when deciding whether to approve you for a business loan.

If you need another short - term catalyst, look at the company's free cash flow.

Nevertheless, as traditional lenders have shied away from the smallest small businesses; and loans to those businesses has been in overall decline since the year 2000 [3], online lenders are using technology to look at other information available from the public record as well as transaction history, cash flow, and other metrics in addition to credit profiles, that demonstrate a healthy business.

For example, by looking at the overall health of your business, your cash flow, and your personal and business credit profile, you might even qualify for more than you would with a traditionally collateralized loan.

But then, to investors who measure bargains in relation to the highs rather than looking at properly discounted cash flows, the Nasdaq seemed like a bargain at 3000 too.

Look carefully at your business's financials — especially cash flow — and evaluate how much you can reasonably afford to apply toward loan repayments each month.

Looking at free cash flow shows just how misleading that EBITDA number really is.

We look at lending as more than a financing arrangement; we believe it can be used as a tool to help you achieve your financial goals, providing you with control over your cash flow.