It’s March, and I’ve just wrapped up my 2024 planning. Okay, 99%.

But it’s March. 2 months have already gone by. We are 16.66% of the way through the year.

Shouldn’t this have been done on January 2?

My business brain (and training) reminds me of the need for scrupulous budgeting, SMART goals, and inter-departmental alignment. But emotionally, I feel I might be holding the team back.

Allow me to validate myself…

We are growing, rapidly. Gradient is not in no-rules-90s-dot-com mode, but we are doubling year on year and diversifying into uncharted areas. To maintain speed, we have to (as they say) build the plane as we fly.

Furthermore, as a creative agency, our revenue is highly variable. A brief in the door, a pitch won, a pitch lost, a client slashing costs; these can move us by millions. So, should I just put my finger to the wind and throw down some numbers?

It’s tempting. But it’s not my job. At least, it’s not how I do my job. I am logic-driven. I need data. Specifically, last year’s data. But numbers alone cannot be trusted, 85% of people know that. This is where I have to take the time to interface with the department heads and understand the ‘qual’ behind the ‘quant’.

Sometimes, it’s brass tacks stuff; is this budget fully reconciled? Are there more costs to come?

But it’s essential to dig deeper. What was the experience of this account? Are there growth opportunities next year? Does this revenue stream support, or detract from, our company vision?

I need the full picture.

I’ve heard you cannot see a face in a dream that you have not seen in real life. Our imagination is rooted in our history, but shaped by something phenomenal. Ultimately, forecasting is a logical word for imagination, and I want to be the most imaginative CEO I can. And that takes time.

Or am I just procrastinating? Philosophizing and writing LinkedIn articles instead of bashing out spreadsheets and decks? (I don’t think so. I hope not.)