What are the routes to get there?

One number is a guess. Expected, better and worse cases let you steer instead of hope.

A single forecast invites an argument about whether it’s right. Three cases invite a better question: what would we do on each path?

An approach

1. Start with the destination. Next year’s revenue and profit targets.
2. Build the expected case month by month. Current run rate, signed work, planned hires and known costs.
3. Build a better and a worse case. Change two or three assumptions — price, volume, the timing of a key hire — not everything.
4. Check cash in every case. Not just profit.
5. Decide ahead of time. Write down what you’d do if you find yourself on the worse path.

Related

• Are we hitting our growth targets?
• What would happen if we ___?

A short starting guide. More detail is on the way.