FORECASTING + PLANNING
A forecast should tell management what changed before the meeting does.
A forecast should not need a translator after it misses. I help finance teams connect operating drivers to the outlook so changes are easier to see, explain and act on.
Where the work gets practical.
Forecast diagnostics
Find where assumptions, inputs, timing or model structure are creating noise or recurring surprises.
Driver-based forecasting
Connect the forecast to the few operating variables that actually move revenue, cost, headcount and cash.
Planning process design
Create a cadence for inputs, reviews and decisions without turning planning into a months-long corporate ritual.
HOW I THINK ABOUT IT
Forecast accuracy matters. So does what the forecast is for.
Start with the decisionThe required precision changes when the question changes.
Make assumptions inspectableA forecast people cannot interrogate eventually becomes a number people stop trusting.
Explain movement quicklyA miss is less damaging when Finance can identify what changed and update the outlook.
If the forecast keeps producing surprises, we can diagnose why.
Bring the current model, the recurring miss or the planning process that is taking too much effort.