You're either generating revenue, retaining revenue or both - either way, this newsletter is my way of distilling 16 years of GTM experience into weekly nuggets to help you and 2000+ other industry leaders get unstuck and grow your business.
We were seven months into the year and we hadn’t hit target. Four division heads, including me were asked to submit a reforecast.
Now here’s the twist: This was the first year my business unit even existed. The customer alignment was new. The GTM strategy? Brand new. And yet, I was expected to forecast, to tell the business what we were going to bring in.
What some of my peers did was what I’d call “guessing based on vibes.” They looked at what had been brought in so far and just… doubled it.
Not me.
See, a forecast is like a weather report. It’s a prediction and not a wish list. We don’t forecast a heatwave in December (unless we’re trying to manifest it in the UK!). It needs to be realistic, data-backed, and actionable.
So I rolled up my sleeves and built a plan. I looked at where we win. I studied our resources. I dug deep into our upsell potential and new business opportunities. I actually pulled my team together to get them to contribute too!
And guess what? We landed within 1% of our forecast, off by just $70. To this day, that still annoys me. But it also proved something important:
Good forecasts don’t just describe what’s likely to happen. They shape what’s possible when you lead with strategy.
Let’s talk about why this matters for you.
Critical Insight
Right now, you might be behind target and reforecasting might be on the horizon.
Here’s what most people get wrong: they think a forecast is just a number.
It’s not. A forecast is a strategic signal, one that helps the business understand:
Market Demand – what the market wants and when they want it
Operational Readiness – what your team can realistically deliver
Execution Strategy – how you’ll align resources to meet that demand
forecasting can be described as the process of estimating future demand by analysing historical data, market conditions, and internal capabilities.
So, your forecast isn’t about padding your decks with fantasy numbers. It’s about building a bridge between the external opportunity and your internal capacity.
Done right, a forecast is your business telling the truth to itself.
Ask yourself:
What does your forecast say about your confidence in execution?
Does it reflect real market signals?
Can your team service and support what you’re projecting?
If the answer isn’t a clear yes, it’s not a forecast. It’s a fantasy.
Food for Thought
Here’s how to use your reforecast as a tool and not a trap.
✅ Be honest about your capacity If your team can’t deliver the volume you’re predicting, rethink the strategy before someone else does.
✅ Prioritise high-propensity accounts: Where do you win most often? Focus your energy here, not in wishful territories.
✅ Use forecasting to lead cross-functional clarity: A strong forecast aligns sales, marketing, finance, and operations. It gives the business a plan to get live, not just survive.
Ryan Ball helped scale HubSpot’s sales ops from the early days. Now he’s at Funnel.io and he’s calling BS on how most sales teams think about hiring, AI, and GTM process.
In this week’s episode:
Why your interview questions reveal more about you than the candidate
Let me know if you'd like social snippets or LinkedIn post drafts to complement this newsletter!
Posts I Liked This Week
Stay strategic, Hannah✌🏾
PS
If you’re feeling a little concerned about your revenue growth, then we have a few things to help you find the answer:
Evaluate Your Strategy → Curious about where your Go-to-Market strategy stands? Discover key areas for improvement. [Take the Assessment]
GTM Insights → Want to learn more about Go-to-Market strategies? Check out our latest insights on YouTube. [Watch Now]
1-1 Consultation → Need personalised advice? Book a 1-1 consultation, and I’ll help you map out your next steps. [Book Here]
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You're either generating revenue, retaining revenue or both - either way, this newsletter is my way of distilling 16 years of GTM experience into weekly nuggets to help you and 2000+ other industry leaders get unstuck and grow your business.
