Board forecast slide template
Fill in your numbers and get a one-page forecast slide for your CEO or board. Print it to PDF or copy the text into your own deck. Nothing you type leaves your browser.
Your numbers
Top three risks
Q4 forecast
Your companyTarget
$2,000,000
Closed so far
$650,000
Commit (open)
$900,000
Best case (open)
$500,000
Your forecast
$1,750,000
Forecast is 88% of target. Gap of $250,000.
What the forecast is based on
Commit is backed by signed paperwork or a dated customer next step on every deal.
What changed
Moved two deals out of commit after pricing went unanswered. Added one deal where procurement has started.
Top risks
| Faraday Instruments | $180,000 | No reply to pricing in 12 days |
| Meridian Software Group | $130,000 | Legal review has no date |
| Halden Medical | $150,000 | Champion has left the company |
Asks
Executive introduction at Faraday Instruments.
How to fill it in
- Keep closed, commit and best case separate. Adding them together hides how much of the number is still at risk.
- Say what the forecast is based on. "Rep confidence" is a weak answer. "A dated customer next step on every commit deal" is a strong one.
- Name the risks yourself. Three deals, the amount, and what could go wrong with each.
- Report what changed. Boards trust a forecast that moves for stated reasons.
Frequently asked questions
- What should a board forecast slide include?
- The target, what is closed, what is in commit and best case, the number you are forecasting, what changed since the last update, the largest risks, and anything you need from the board. One page.
- What is the difference between commit and best case?
- Commit is what you expect to close and would be surprised to lose. Best case is what could close if things go well. Keep closed business separate from both.
- How do I explain a gap to target?
- State the gap as a number, name the deals that could close it, and say what has to happen on each. Boards react worse to a surprise than to a gap they were told about early.
- How often should the forecast be updated?
- Weekly inside the sales team. For the board, at each meeting and whenever the forecast moves enough to change a decision.
Fill this slide from evidence
Noodle reads every email and call on every deal and gives you the forecast, the deals at risk and the reason for each. Those are the numbers and the risks this slide asks for.