Documentation Capacity-to-Revenue Planner
Detailed guide

Capacity-to-Revenue Planner

The scenario-planning workflow for testing whether an annual revenue target is achievable with the team's available delivery capacity.

Capacity-to-Revenue Planner closes the gap between annual revenue intent and practical monthly delivery throughput. A year goal can be financially sound in theory but still fail operationally if the team cannot supply enough billable hours at the required effective rate. This workflow makes that constraint visible before the business commits to an unrealistic target or hiring plan.

Open demo page Back to overview
Quick summary Step by step Guardrails Troubleshooting Related workflows

Quick summary

  • Compare the selected year goal with currently confirmed revenue before adjusting capacity assumptions.
  • Stress-test whether the existing team mix can support the annual target without unsustainable utilisation.
  • Model contractor or outsourced support from different start months to see when extra capacity changes the outcome.
  • Use saved scenarios to compare conservative, expected, and stretch operating plans.
  • Review overloaded months before treating an annual total as operationally realistic.

Put it into practice

  1. Open Capacity-to-Revenue Planner and choose the planner year first so the page aligns to the intended annual target and commercial context.

    InteractionsOpen Capacity-to-Revenue Planner from the main documentation menu, then use Planner Year in the left input panel.
    Open workflow: Year Goals Workflow

  2. Review Revenue Context before editing assumptions. Confirm the totals for estimates, quotes, and invoices match what should already count toward the year.

    InteractionsPlanner Inputs panel: Revenue Context card under Planner Year.
    Open workflow: Reports

  3. Enter or refine team rows for the real delivery mix. Focus on weekly hours, leave, non-billable percentage, utilisation, and effective selling rate assumptions.

    InteractionsPlanner Inputs panel: Team Capacity Assumptions section.

  4. Add outsourced capacity assumptions if the current team cannot carry the target alone, then run the planner again to measure the impact.

    InteractionsPlanner Inputs panel: outsourced or contractor capacity fields below team assumptions.

  5. Read the feasibility summary and monthly table together. An annual plan can still be weak if it only works by overloading a small number of months.

    InteractionsRight-hand results area: feasibility badge, summary cards, and month-by-month table.
    Open workflow: At A Glance

  6. Save the scenario when the assumptions represent a case you will revisit, compare, or discuss with other planners.

    InteractionsPlanner Inputs panel: Scenario name field and Save Scenario action.

What to review

Planner Year selector

Sets the planning year, loads that year's revenue goal when available, and refreshes the revenue context used for default confirmed revenue assumptions.

See guide: Year Goals Workflow

Saved Scenarios area

Loads or deletes previously saved planning assumptions so teams can compare different operating cases without rebuilding every input from scratch.

Revenue Context summary

Surfaces approved or quoted estimates, accepted quotes, and issued or paid invoices for the selected year so confirmed revenue starts from current commercial evidence rather than guesswork.

See guide: Reports

Team Capacity Assumptions

Captures role or person-level delivery inputs such as weekly hours, leave, non-billable percentage, utilisation, and selling rate so capacity can be translated into revenue potential.

Outsourced Capacity inputs

Tests the contribution of supplemental delivery capacity and its cost or selling-rate assumptions starting from a chosen month.

Feasibility summary cards

Highlights whether the plan is feasible and shows the annual capacity revenue, annual billable hours, rate pressure, and utilisation gap needed to meet the selected target.

Monthly capacity table

Shows month-by-month billable hours, capacity revenue, required revenue, and confirmed revenue so overloaded and underutilised periods are obvious.

See guide: At A Glance

Guardrails

  • Confirmed revenue totals should be explainable from the selected year's visible estimates, quotes, and invoice activity.
  • Team utilisation and selling-rate assumptions should reflect credible operating conditions, not optimistic placeholders used only to force feasibility.
  • A feasible annual total should still be reviewed month by month for overload risk and timing distortion.
  • Saved scenarios should use clear names so planning comparisons remain auditable over time.
  • View access can be shared broadly with delivery and commercial leads who need to inspect feasibility.
  • Scenario save and delete actions should stay limited to planners or managers accountable for target-setting assumptions.

If it starts drifting

  • If feasibility looks unexpectedly poor, confirm the selected year and check whether confirmed revenue totals are aligned to the right period.
  • If required utilisation or average rate looks unrealistic, inspect non-billable percentage, leave, and selling-rate assumptions before changing the year goal.
  • If the annual view looks acceptable but delivery still feels risky, review overloaded months rather than relying only on the headline feasible badge.
  • If a saved scenario is missing or cannot be changed, verify planner-management permission before assuming a defect.