Forecasting
Driver-based forecasts, rolling views, revenue models and assumptions that management can actually challenge.
FP&A CONSULTING • FORECASTING • FINANCE STRATEGY
Better finance starts with better questions.
I help CFOs and finance teams build forecasts, models and decision systems that make the business easier to understand — especially when the answer is not sitting neatly in last month’s report.
ForecastingScenario modelingCash planningManagement reporting
DECISION VIEW / MONTH 08
Revenue missed plan by 6%.
WHAT CHANGEDEnterprise conversion softened.
WHAT HAPPENS NEXTBase case moves down. Cash stays inside plan.
WHAT NEEDS A DECISIONHiring pace. Not another round of formatting.
THE FP&A DECISION SYSTEM
The number should lead somewhere.
Five connected views of the business. One job: make the next decision clearer.
01ForecastWhat happens next?
02ScenariosWhat could change?
03CashWhat constrains us?
04ModelsWhat drives it?
05DecisionWhat do we do?
WHERE I HELP
FP&A that earns its place in the room.
The goal is not more Finance. It is a clearer view of the business and a faster path from information to action.
Scenario & Cash
Scenario models and 13-week cash views that show the decision early enough to do something about it.
Management Reporting
Variance analysis, reporting packs and operating rhythms built around decisions rather than habit.
HOW I THINK ABOUT FP&A
Frame it.
Model it.
Decide.
The model is not the work. It is the middle of the work.
Good FP&A starts with the decision, identifies the variables that can change it, and ends with a recommendation management can use.
That sounds obvious. Finance has invented quite a few ways to avoid doing it.
FROM THE FP&A LIBRARY
Practical FP&A, without the ceremony.
FORECASTING
FP&A Forecasting Process
A practical way to build forecasts around business drivers rather than spreadsheet momentum.
DECISION SUPPORT
Budget Variance Analysis
How FP&A finds what actually matters when the month closes and the explanations begin.
CASH
13-Week Cash Flow Forecast
A practical framework for seeing liquidity early enough to do something about it.
ABOUT SARAH
FP&A for people who need the number to lead somewhere.
I’m Sarah Schlott. My work sits where FP&A is most useful: between the financial model and the management decision.
I focus on forecasting, scenario planning, management reporting and the finance systems that help CFOs understand what changed, what may happen next and which decision deserves attention now.
WORK WITH SARAH
The numbers are usually the beginning of the conversation.
If your finance team needs a clearer forecast, a better model or a more useful way to explain what changed, let’s talk.