Forecasting Without Fear

I used to absolutely hate forecasting. It felt intimidating and complicated, and I was convinced everyone else knew some secret formula that I somehow missed. When you’re running global marketing teams, the responsibility of getting those numbers right feels heavy. Every assumption impacts someone, and every decision trickles across the business.

Over time, though, something shifted. I started paying closer attention to the data instead of letting it overwhelm me. I connected systems. I dug into patterns. I looked at what was actually happening instead of what I hoped was happening. Somewhere in that process, forecasting stopped being scary. And now, with AI surfacing insights faster than ever, it’s surprisingly approachable.

If forecasting makes you want to run in the opposite direction, I get it. I’ve been there. But it really doesn’t have to feel intimidating. Once you start with what the data is already showing you, the entire process becomes clearer. I always look at the past year first. What grew? What stalled? What changed? There’s always a trend line hiding in there. When you follow it, you can set goals that make sense instead of ones built on wishful thinking.

One thing that helped me tremendously was taking cues from finance. Instead of guessing what marketing might be able to produce, I start with the revenue target and work backwards. That single shift makes forecasting far more intentional. It forces you to ask what it will take to make the number real from both marketing and sales, not just one side of the equation.

Even though it’s common for teams to build forecasts separately, I don’t think it works. You can’t operate in silos and expect alignment. Marketing and sales should be forecasting together, checking each other’s assumptions, sharing what they’re seeing, and making sure they’re working from the same reality. Once those two functions are synced, bringing product into the conversation rounds out the full picture. Product direction actually impacts demand more than people give it credit for.

Somewhere along the way, forecasting went from something I dreaded to something I genuinely enjoy. When you use your data well, build around the revenue goals, and loop in the people who influence the outcome, forecasting becomes a strategic moment instead of a stressful ritual. It gives you clarity. It gives you direction. It keeps teams aligned.

If you’re working through your 2026 plan and want another perspective, I’m always happy to take a look or walk you through the approach I use. Just reach out.