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How a company learns to read itself through its own numbers — taught in situations rather than in definitions.

The idea

Finance for people whose decisions move money but whose training was not finance

Cash, working capital, forecasting, scenario planning, collections, inventory, the commercial decision, the investment decision, and where governance touches all of them. The subject is not accounting. It is the set of numbers a business uses to tell whether it is actually all right.

Why it exists

Most managers whose decisions determine a company’s cash have never been taught to read one. They approve a discount, extend a payment term, hold stock, or delay an invoice, and the consequence appears two quarters later in a report they do not read either.

The alternative on offer is usually a finance course, which teaches the vocabulary and not the judgement. This is written the other way round: through situations, characters and consequences, so the reader recognises the decision before they meet the term for it.

What is in it

A narrative treatment rather than a textbook. Each movement puts a business in front of a decision, follows the money it moves, and then names what was being weighed.

Who it is for

Owners and chief executives. Non-financial executives. Project, sales, operations and HR leaders — anyone whose ordinary decisions land in someone else’s cash flow.

Status

A completed manuscript, written in Arabic. Not published, and not offered for sale here.

A second part is in development. It goes underneath this one — cost of capital, inflation and currency, the investment decision, Islamic finance. It is listed on the body of work and not described further until the manuscript is.