When most business owners think of forecasting, they picture a spreadsheet, built once a year, updated occasionally, and filed away for when the bank asks for it.
But in reality, forecasting should be a core part of how you run your business, not just something you do for compliance.
And when it’s done well, it becomes a powerful tool to make decisions with clarity, confidence, and control.
The Problem with Most Forecasts
The issue isn’t that business owners don’t want to plan; it’s that most of the forecasting they’ve seen feels disconnected from reality.
- It’s based on flat assumptions, not what’s happening
- It doesn’t flex with different scenarios
- It lives in a spreadsheet that only one person understands
- And it rarely gets revisited
In short: it’s a “tick box” task, not a strategy.
What Strategic Forecasting Actually Looks Like
When I build forecasts with clients, we start with the why.
- Are you planning to grow?
- Thinking about an exit?
- Struggling with cash flow visibility?
- Trying to get funding or make investment decisions?
Your forecast should answer the key questions in your business, not just fill a reporting gap.
From there, we build models that are:
- Clear and easy to update
- Based on live data, not guesswork
- Flexible enough to test different scenarios
- Focused on profit and cash
- Tied directly to your goals
Real-World Forecasting in Action
Here’s a quick example.
One client, a growing service-based business, was bringing in strong revenue, but cash flow still felt tight. They had a basic forecast in place from their accountant, but it didn’t tell them much beyond expected income and expenses.
When I reviewed it with them, we uncovered a key issue: their payment terms with clients were too long, and there was no system in place for chasing outstanding invoices. Cash was stuck in the pipeline, and it wasn’t showing up clearly in their model.
We rebuilt the forecast to factor in realistic payment timings, highlighted the pressure points, and put a simple process in place to improve collections. Within a few months, their cash position had stabilised, not through more sales, but by better managing the timing of what they were already earning.
The forecast didn’t just explain the problem, it gave them the insight (and confidence) to fix it.
CFO vs Accountant: A Different Lens
This isn’t about replacing your accountant; it’s about complementing their work with forward-thinking, commercially driven planning.
Accountants focus on accuracy, reporting, and tax efficiency. As a CFO, I bring the strategic overlay, connecting the numbers to what’s happening in the business, and what needs to happen next.
I’ll often sit down with clients to walk through different scenarios, challenge assumptions, and make sure the numbers are useful in decision-making.
Forecasting for Exit, Growth, or Just Peace of Mind
Whether you’re:
- Planning a sale
- Exploring funding options
- Trying to stabilise cash flow
- Or just want to feel more in control of what’s coming next…
Forecasting gives you visibility. And visibility gives you better decisions.
Let’s Build a Forecast That Works
If your current forecast feels like a box-ticking exercise, or you’re flying blind without one, it might be time for a different approach.
