Forecast calls are one of the most common rituals in sales. Every week, leaders gather to review numbers, discuss pipeline, and assess the path to goal. But too often, these calls are treated as routine status updates, something to “get through,” rather than a forum for real decision-making.
That’s a missed opportunity. When forecast calls are run well, they can be one of the most strategic levers in the business. They shape investment decisions, influence hiring and territory planning, and surface risks before they become end-of-quarter surprises. Moreover, they promote alignment across Sales, Marketing, and Customer Success. And, just as importantly, they build trust in the operating system of the company.
When forecast calls are run poorly, the opposite happens: the process erodes trust, wastes time, and leaves leaders with more questions than answers. Instead of driving clarity, they run the risk of becoming another unproductive meeting on the calendar.
The difference between those two outcomes often comes down to one thing: how well the call is prepared. And preparation is where RevOps makes the difference between a ritual and a real strategic advantage.
What a dysfunctional forecast call looks like
When run poorly, reps see forecast calls as box-checking exercises instead of strategic conversations.
We’ve all been in a forecast call that went sideways. The 4 warning signs of a dysfunctional Forecast call are easy to spot:
- No shared definitions. “Commit” means one thing to a frontline manager, another to a regional VP, and something else entirely to the CRO. Without consistency, every number is up for debate.
- Data mismatches. The CRM shows one set of numbers, the spreadsheet another, and what reps are saying in the room doesn’t align with either. Instead of analyzing, the team is reconciling.
- Debating numbers instead of making decisions. The majority of the conversation is spent trying to determine who’s right, not what to do about it.
- No clear next steps. The call ends with no follow-ups, no changes in strategy, and no accountability. Everyone leaves with the same uncertainty they walked in with.
In this environment, forecast calls quickly lose credibility. Leaders start to view them as time sinks rather than opportunities to course-correct. When run poorly, Reps see these calls as box-checking exercises instead of strategic conversations. And the forecast itself becomes less of a guiding signal and more of a distraction.
RevOps responsibilities for forecast calls
RevOps exists to prevent dysfunctional forecast calls. When RevOps runs point on prep, forecast calls become structured, consistent, and decision-oriented. That requires owning several key responsibilities:
- Clear definitions and stages. A forecast call is only as strong as the language it uses. RevOps enforces consistency by defining what “pipeline,” “commit,” “upside,” and “best case” mean across the business.Without this foundation, the rest falls apart.
- Data preparation and quality assurance. The numbers must be clean, reconciled, and up to date before the call begins. If there are discrepancies between systems, RevOps resolves them in advance or prepares clear explanations.
- Highlighting risks, trends, and gaps. RevOps should never simply present numbers. Its role is to add context and identify risks before they’re a major problem.. By surfacing these insights ahead of time, RevOps enables leaders to spend the call focusing on solutions, not discovery.
- Tailored insights for stakeholders. A CRO cares about overall coverage and pacing to goal. A regional VP wants to know whether their team is over —or under —performing. RevOps ensures that each audience has the right view at the right level of granularity.
- Prepping leaders before the call. Perhaps most importantly, RevOps doesn’t wait until the meeting to deliver insights. Leaders should walk in already briefed on their numbers, risks, and talking points. This allows the call to be about alignment and action.
When RevOps executes on these responsibilities, the dynamic of the forecast call shifts. It becomes a forum where leaders validate assumptions, align on risks, and make decisions with confidence.
7 Tactical tips for better forecast calls
Preparation is the foundation, but execution matters too. Here are practical, RevOps-led tactics that elevate forecast calls from routine to strategic:
- Always review pipeline coverage before the call. Nothing derails a conversation faster than discovering a coverage gap live. RevOps should validate coverage ratios in advance and be ready to highlight shortfalls along with potential remedies (e.g., additional campaigns, focus on converting earlier-stage deals).
- Call out “risky commits” ahead of time. Not every commit is created equal. Deals without recent activity, deals single-threaded with one contact, or deals with close dates repeatedly pushed should be flagged before the call. This helps managers coach reps proactively rather than scrambling at quarter end.
- Segment the data. Looking only at the company-wide number hides problems. RevOps should break the forecast down by region, segment, or rep to reveal where the business is truly strong or weak. Segmentation keeps the conversation grounded in specifics, not generalizations.
- Provide context alongside numbers. Numbers without commentary are static. RevOps should add forecast notes, trend analysis, or competitive insights that explain why the forecast looks the way it does. This context accelerates understanding and drives better decisions.
- Ensure managers show up with a point of view. RevOps can set expectations that every manager must arrive prepared to defend their forecast and highlight risks. This transforms the call from a passive readout into an active discussion.
Additionally, RevOps should have their own point of view! I personally call a number at the beginning of the quarter for the business with a perspective around what makes up my call. This is informal, but forces me to think critically and mindfully challenge a forecast call that I think is over, or under, forecasting. - Create a consistent agenda. Predictability drives accountability. Calls should follow the same structured flow—forecast review, pipeline inspection, risk identification, action items. This keeps the meeting on track and ensures time is spent on what matters most.
- Document outcomes and follow-ups. A forecast call is only valuable if it drives action. RevOps should track what decisions were made, what next steps were agreed upon, and who owns them. That documentation keeps leaders accountable week to week.
When these practices are consistently enforced, the forecast call evolves. Instead of being a backward-looking status report, it becomes a forward-looking operating mechanism that drives execution.
Building the foundation for confidence
A strong forecast call builds confidence, alignment, and momentum. Leaders leave the room knowing not just what the number is, but why it is what it is—and what actions will be taken to change it. Reps understand what’s expected of them and where they need to focus. The entire GTM org gains clarity.
If leaders walk away surprised, unclear, or unconvinced, the process isn’t working. That’s why RevOps’ role is so critical. By owning the preparation, enforcing discipline, and guiding the conversation toward action, RevOps ensures forecast calls aren’t just rituals. They become strategic advantages that keep the business aligned, accountable, and moving forward.
Learn how to get a strategic revenue advantage with, “4 Essential Revenue Cadences that Drive Operational Excellence.”