Scenario planning for RevOps teams

Every forecast carries assumptions: how many deals will slip, what the win rate will be, how much expansion lands. Scenario planning writes them down.

Start from the same deals

Best, base and worst case should all start from the same pipeline. Only the assumptions change, so the gap between scenarios is easy to explain.

Change one lever at a time

Move win rate, slippage and expansion separately. You learn which assumption moves the number most, and where to focus the team.

Share the range

Give finance all three numbers and the assumptions behind them. Agree which one the plan uses before the quarter starts.