EBITDA is a popular measure of cash flow, but it is not accurate, and bankers and investors who rely on it as a reliable indicator of repayment ability will be deeply disappointed. This session will explain why EBITDA does not measure cash flow and what more accurate measures are available. The session also includes several examples and a case study to illustrate why EBITDA is flawed and how to apply better cash flow tools.
WHY SHOULD YOU ATTEND?
Reliance on EBITDA (Earnings before Interest, Taxes, Depreciation, and Amortization) as a measure of cash flow is misplaced because it presumes that borrowers will pay lenders before paying their taxes, expanding their working capital assets, and fixed assets to support sales growth, among other things. Bankers and investors who rely on it as a reliable indicator of repayment ability will overestimate available cash flow and underestimate the risk of default.
This session will explain why EBITDA does not measure cash flow and what more accurate measures are available.
AREA COVERED
- Definition of EBITDA
- Origins of E
- BITDA—its relationship to traditional cash flow (TCF)
- Problems with EBITDA
- Alternatives to EBITDA—Operating Cash Flow and Free Cash Flow
LEARNING OBJECTIVES
- Define and explain why EBITDA is used and why it is so popular
- Explain EBITDA’s shortcomings as an accurate, reliable measure of cash flow
- Offer more accurate debt repayment measures of cash flow, including how to convert EBITDA into free cash flow for measuring debt repayment ability
- Demonstrate differences between EBITDA and free cash flow in case studies
WHO WILL BENEFIT?
- Credit Analysts
- Credit Managers
- Loan review officers
- Work-out officers
- Commercial lenders
- Credit Risk Managers
- Chief Credit Officers
- Senior Lenders
- Senior Lending Officer
- Bank Director
- Chief Executive Officer
- President
- Board Chairman
Reliance on EBITDA (Earnings before Interest, Taxes, Depreciation, and Amortization) as a measure of cash flow is misplaced because it presumes that borrowers will pay lenders before paying their taxes, expanding their working capital assets, and fixed assets to support sales growth, among other things. Bankers and investors who rely on it as a reliable indicator of repayment ability will overestimate available cash flow and underestimate the risk of default.
This session will explain why EBITDA does not measure cash flow and what more accurate measures are available.
- Definition of EBITDA
- Origins of E
- BITDA—its relationship to traditional cash flow (TCF)
- Problems with EBITDA
- Alternatives to EBITDA—Operating Cash Flow and Free Cash Flow
- Define and explain why EBITDA is used and why it is so popular
- Explain EBITDA’s shortcomings as an accurate, reliable measure of cash flow
- Offer more accurate debt repayment measures of cash flow, including how to convert EBITDA into free cash flow for measuring debt repayment ability
- Demonstrate differences between EBITDA and free cash flow in case studies
- Credit Analysts
- Credit Managers
- Loan review officers
- Work-out officers
- Commercial lenders
- Credit Risk Managers
- Chief Credit Officers
- Senior Lenders
- Senior Lending Officer
- Bank Director
- Chief Executive Officer
- President
- Board Chairman
Speaker Profile
Dev Strischek
A frequent speaker, instructor, advisor and writer on credit risk and commercial banking topics and issues, Martin J. "Dev" Strischek principal of Devon Risk Advisory Group based near Atlanta, Georgia. Dev advises, trains, and develops for financial organizations risk management solutions and recommendations on a range of issues and topics, e.g., credit risk management, credit culture, credit policy, credit and lending training, etc. Dev is also a member of the Financial Accounting Standards Board’s (FASB’s) Private Company Council (PCC). PCC’s purpose is to evaluate and recommend to FASB revisions to current and proposed generally accepted accounting principles (GAAP) that are …
Upcoming Webinars
How To Conduct An Internal Harassment And Bullying Investig…
Leadership: Strategic Planning and Decision Making
FDA Compliance And Laboratory Computer System Validation
Secrets Of Psychology - Why People Do The Things They Do
Human Factors Usability Studies Following ISO 62366 and FDA…
Marketing to Medicare or Medicaid Beneficiaries - What You …
Polish your Presence on Linkedin - The Powerful Profile
Leveraging Artificial Intelligence in HR
Bootcamp for New Managers and Supervisors: Develop These Es…
Utilizing A Proven Process When Conducting Sensitive, Inter…
HR Metrics and Analytics 2025 - Update on Strategic Plannin…
Understand the Different Contexts in DAX, The Filter Contex…
The Importance of Storytelling in Project Management
Understanding and Analyzing Financial Statements
Leading a Project and Team in Stressful Times: Supporting y…
Defensive Documentation: Protecting Your Organization from …
Copilot and HR: An Introduction for HR Professionals
Onboarding is NOT Orientation - How to Improve the New Empl…
OSHA Reporting: What are OSHA's Reporting Requirements?
Power Bi - Turn Bad Data Into Great Data In Minutes
Establishing Appropriate Quality Metrics and Key Performanc…
Basic Accounting and Finance for Human Resources Profession…
EBIT/EBITDA - Understanding Your Profit and Loss Statement-…
FDA Audit Best Practices - Do's and Don'ts
How to Write Effective Audit Observations: The Principles f…
Handbook Overhaul 2026: Compliance, OBBB Act & Beyond
FDA Technology Modernization Action Plan (TMAP) and Impact …
Stress, Change And Team Resilience Through Humor: An Intera…
Controller Challenges in Changing Times: New Roles as Strat…
The Importance of the first 5 seconds when presenting
Excel Spreadsheets; Develop and Validate for 21 CFR Part 11…
Sunshine Act Reporting - Clarification for Clinical Research
How to Prepare For and Host a FDA Inspection and Respond to…
From Chaos To Calm: How to Eliminate Drama and Boost Workpl…
Managing Toxic Employees: Strategies For Leaders To Effecti…
Do's and Don'ts of Documenting Employee Behaviour, Performa…
Dealing With Difficult People: At Work & In Life
Harassment, Bullying, Gossip, Confrontational and Disruptiv…