02 · Pipeline, Forecasting & Analytics
Forecasting
The point of a forecast isn't to call the number. It's to create enough warning to change it.
How I think about it
A forecast needs an independent, trusted view of the business—not simply an aggregation of manager calls. The model should reflect the actual selling motion, expose risk early enough to act, and connect pipeline, bookings and capacity to the financial plan.
What I build
- Pipeline definitions
- Stage architecture
- Commit / best case
- Coverage models
- Manager cadence
- Forecast methodology
- Executive reporting
- Board reporting
- Systems of record
Experience & proof
- Amazon — led the team producing daily predictive global sales analysis used by executive leadership and the board, plus independent revenue forecasts used by the CFO for quarterly investor-call guidance.
- Qualtrics — ~30% improvement in forecast accuracy.
- Lucid — built the first-ever forecasting capability and early-quarter board forecast, <5% variance.
- Entrata — built forecasting methodology from scratch, <3% variance in the first quarter.