Forecasting
Accurate, relevant forecasts that give leaders greater confidence in planning, budgeting and operational decisions
Good forecasting gives leaders a better basis for decisions on service, cost and performance. It supports better planning, clearer trade-offs and fewer operational surprises. It also helps the operation prepare for future events and for changes driven elsewhere in the organisation. Forecast quality affects staffing decisions, budgets, service, productivity and commercial outcomes. It requires the right skills, methods and judgement.
When forecasts are weak, customer experience suffers, cost rises, revenue opportunities are lost and planning becomes more reactive.
Atlantic WFM helps organisations improve forecasting so planning decisions are based on a more accurate and trusted view of future demand.
What we help with
We support organisations needing a more robust forecasting capability within contact centres, back-office operations and other customer operations.
This can include improving the forecasting process, identifying the real drivers of demand, selecting better models or methods, strengthening accuracy measurement, improving scenario modelling and building team capability.
What good forecasting requires
Reliable forecasting customer operations depends on a set of principles working together. The list below highlights some of the factors that matter most when forecasts are being used to support operational decisions.
Reliable forecasting starts with accurate, plentiful data and a proper understanding of the causes of variation. Charts help reveal patterns, level shifts and unusual behaviour that might otherwise be missed or misunderstood.
Forecasting needs to be aligned with the decisions it is intended to support. Different decisions call for different time horizons, levels of detail and methods. The selected models should be tested and judged against simple benchmarks.
Strong forecasting depends on skilled analysts. Sound judgement matters in selecting methods, interpreting results and challenging assumptions.
Cross-functional input matters too, so forecasts reflect what is happening across the organisation. Complexity in forecasting should only be used where it adds enough value to justify it.
What clients receive
Clients gain assurance that forecasting is built on sound methods, properly tested models and outputs robust enough to support planning and decision-making.
They also gain a stronger forecasting approach, better embedded in the planning process and supported by documentation, training and knowledge transfer.
Outcomes and benefits
Stronger forecasting leads to better decisions and greater confidence in planning. That typically means:
- more accurate and dependable forecasts
- better planning decisions
- clearer assumptions
- reduced risk of overstaffing and understaffing
- improved service and customer experience
- better cost control
- stronger support for revenue performance
- increased capability within your team
Client perspective
Claire Hill, Customer Operations Director
Why Atlantic WFM?
Forecasting expertise, applied in practice
Atlantic WFM brings deep practical forecasting experience across customer operations, supported by strong analytical capability and formal study in Operational Research. Our forecasting work combines method selection, testing, judgement and an understanding of the decisions each forecast needs to support.
Philip Stubbs has led forecasting teams, delivered forecasting consultancy across a wide range of sectors, and developed forecasting approaches designed for live operational environments, where data quality, changing demand, system constraints and planning deadlines all matter.
Forecasting credentials and experience
- Published research on short-term forecasting in a world-leading journal
- Co-winner of the 2024 VN1 forecasting competition
- Third place in the 2025 VN2 forecasting competition
- Led forecasting and planning teams within large organisations
- Delivered forecasting consultancy across a wide range of sectors
- Devised forecasting training, including best practice work for The Forum
- Spoken at webinars and events on forecasting best practice
Frequently asked questions
What kind of forecasting do you support?
Primarily forecasting of demand and related indicators within customer operations, including contact centres, back-office operations, field and branch environments. We also occasionally support marketing analysis & forecasting, and product demand forecasting.
Do you only help when forecast accuracy is poor?
No. We also help organisations wanting to strengthen an already capable process.
Will this add value if we already forecast in our WFM system?
Yes. WFM systems often limit the range of methods, data and testing that can be used. That means there may be opportunities to improve forecasting by applying approaches the system does not support.
Do you use advanced models?
Yes. But we only use more advanced modelling where it is justified. We believe that complexity should only be applied if it adds value. The priority is always the method that delivers the best commercial outcome, taking into account both the cost and the benefit.
Will our team be able to use the approach afterwards?
Yes. A key aim of our work is to leave behind stronger internal capability, not dependency.
Request a WFM Review
If you need more accurate forecasts, greater confidence in planning or a clearer view of where your current approach could be improved, please contact us to discuss the forecasting issues you are seeing and what would help.