Start with net profit, add back non-cash expenses like depreciation, then adjust for changes in working capital—inventories, receivables, payables. The books at our big IT firm make it a neat desk exercise.
But in my shed, with monsoons looming, "cash flow" is the anxiety between selling last season's cashew stock and praying the new batch doesn't clump before I can pay the plucker. The textbook adjustments feel far removed from the salt in the air and the real weight of unsold inventory.
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