https://sarahgschlott.com/wp-content/uploads/2026/10/FPA-calendar-and-finance-operating-rhythm-scaled.jpg14402560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:16:082026-10-01 17:16:08The FP&A Calendar: Build a Finance Rhythm That Leaves Time to Think
https://sarahgschlott.com/wp-content/uploads/2026/10/Financial-forecast-cadence-scaled.jpg17072560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:14:422026-10-01 17:14:42How Often Should You Update a Financial Forecast?
https://sarahgschlott.com/wp-content/uploads/2026/10/Capital-expenditure-forecasting-scaled.jpg17072560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:13:252026-10-01 17:13:25Capital Expenditure Forecasting: The Annual CapEx Number Is Not the Forecast
https://sarahgschlott.com/wp-content/uploads/2026/10/Gross-margin-forecasting-scaled.jpg25601707Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:12:112026-10-01 17:12:11Gross Margin Forecasting: Revenue Can Be Right and the Economics Still Be Wrong
A practical FP&A approach to forecast assumptions, assumption logs, ownership and forecast-to-forecast bridges so Finance can explain why the outlook moved.
https://sarahgschlott.com/wp-content/uploads/2026/10/Forecast-assumptions-and-planning-1-scaled.jpg17072560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:10:542026-10-01 17:10:54Forecast Assumptions: The Model Should Remember What Changed
https://sarahgschlott.com/wp-content/uploads/2026/10/Working-capital-forecasting-scaled.jpg25601959Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:09:312026-10-01 17:09:31Working Capital Forecasting: Why the P&L Can Be Right and Cash Still Be Wrong
A practical FP&A approach to operating expense forecasting: match the method to how each cost actually behaves instead of applying one assumption to every line.
https://sarahgschlott.com/wp-content/uploads/2026/10/Operating-expense-forecasting-scaled.jpg17092560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:08:192026-10-01 17:08:19Operating Expense Forecasting: Stop Treating Every Cost the Same
The books can be closed before the actuals are ready for FP&A. A practical look at the Accounting-to-FP&A handoff, reconciliation and decision-ready actuals.
https://sarahgschlott.com/wp-content/uploads/2026/10/Month-end-close-and-FPA-1-scaled.jpg17072560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:06:512026-10-01 17:06:51Month-End Close and FP&A: When Are the Actuals Actually Ready?
Repeated ad hoc reporting requests are often a signal that regular FP&A reporting is not answering management’s real questions. Here’s how to use that signal.
https://sarahgschlott.com/wp-content/uploads/2026/10/Ad-hoc-reporting-in-FPA-scaled.jpg17072560Sarah Schlotthttps://sarahgschlott.com/wp-content/uploads/2026/08/icon-10c-two-blob-light_clearspace-1030x1030.pngSarah Schlott2026-10-01 17:05:162026-10-01 17:05:16Ad Hoc Reporting in FP&A: When the Same Quick Question Keeps Coming Back
A practical FP&A guide to headcount forecasting, hiring timing, vacancy assumptions, replacement hiring and connecting workforce plans to the financial forecast.
The FP&A Calendar: Build a Finance Rhythm That Leaves Time to Think
A practical FP&A calendar for connecting close, analysis, forecasting, reporting and decision work without turning every week into a fire drill.
How Often Should You Update a Financial Forecast?
Monthly, quarterly or event-driven? A practical FP&A framework for choosing a forecast cadence based on volatility, materiality and decision speed.
Capital Expenditure Forecasting: The Annual CapEx Number Is Not the Forecast
A practical FP&A guide to capital expenditure forecasting through project timing, commitments, cash payments and estimates to complete.
Gross Margin Forecasting: Revenue Can Be Right and the Economics Still Be Wrong
A practical FP&A guide to gross margin forecasting through mix, pricing, delivery cost, capacity and the operating assumptions behind the percentage.
Forecast Assumptions: The Model Should Remember What Changed
A practical FP&A approach to forecast assumptions, assumption logs, ownership and forecast-to-forecast bridges so Finance can explain why the outlook moved.
Working Capital Forecasting: Why the P&L Can Be Right and Cash Still Be Wrong
A practical FP&A guide to forecasting accounts receivable, accounts payable and inventory so the P&L and cash outlook tell the same story.
Operating Expense Forecasting: Stop Treating Every Cost the Same
A practical FP&A approach to operating expense forecasting: match the method to how each cost actually behaves instead of applying one assumption to every line.
Month-End Close and FP&A: When Are the Actuals Actually Ready?
The books can be closed before the actuals are ready for FP&A. A practical look at the Accounting-to-FP&A handoff, reconciliation and decision-ready actuals.
Ad Hoc Reporting in FP&A: When the Same Quick Question Keeps Coming Back
Repeated ad hoc reporting requests are often a signal that regular FP&A reporting is not answering management’s real questions. Here’s how to use that signal.
Headcount Forecasting: Why Approved Hires Keep Breaking the Plan
A practical FP&A guide to headcount forecasting, hiring timing, vacancy assumptions, replacement hiring and connecting workforce plans to the financial forecast.