Orthantic
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Solutions

Planning solutions by function

Orthantic supports planning across Finance, Supply Chain, Sales, Marketing and Workforce, with a purpose-built model for each planning process and the AI agent on every dashboard.

Finance and FP&A

Challenges

  • Long annual budget cycles, with assumptions outdated by approval
  • Multiple versions of the plan in circulation
  • Drivers embedded in cell formulas, making variances slow to explain
  • Limited capacity for scenario analysis during review meetings
  • Reforecasts lagging behind the latest actuals
  • Analyst time spent on reconciliation rather than analysis

Driver-based financial planning in one model

Build driver-based budgets and rolling forecasts in one shared model, reducing the time spent consolidating and reconciling submissions.

Executive summary dashboard: net revenue, gross margin, EBITDA, opex and net income against budget, monthly revenue and EBITDA charts, an EBITDA bridge and an income statement summary
Executive summary: KPIs against budget, monthly trends and the EBITDA bridge
Income statement from gross revenue to net income, actual and budget year to date, forecast and budget full year, with variances
Income statement: actual, budget and forecast with variances

Screens from Orthantic's demo planning model. Select one to see it larger.

Budget to forecast bridge

What moved between the opening budget and the closing forecast.

    Illustrative figures. Volume and price add £6.8m between them; cost and FX take £4.8m back, leaving the forecast £2.0m above the opening budget.

    Key capabilities

    • Annual budgetingCycle

      Top-down targets and bottom-up submissions in one model, reconciled throughout the cycle.

    • Rolling forecastCycle

      A continuous 12- or 18-month outlook that rolls forward automatically as each period closes.

    • Driver-based planningMethod

      Plan volume, rate, headcount and price drivers, with the financial statements calculated from them.

    • Cost allocation and profitabilityAnalysis

      Allocate shared costs to product, customer or channel using transparent, auditable rules.

    • Cash flow and working capitalAnalysis

      Derive cash flow directly from the operating plan, keeping the two consistent.

    • Scenario and sensitivity analysisDecision

      Compare scenarios side by side and identify the assumptions with the greatest impact.

    With Orthantic AI

    • AskWhat is the full-year forecast for operating expenses by department?
    • ExplainWhy is gross margin below budget in Q3?
    • PlanReduce the travel budget for all cost centres by 8% from next month.

    The agent answers with tables and charts. A planning request is prepared as a change for the planner to approve.

    Supply chain

    Challenges

    • Delays between the demand signal and the supply response
    • Consensus meetings focused on reconciling numbers rather than decisions
    • Capacity checks held outside the planning process
    • Limited modelling support for long-range network and capacity decisions
    • Forecasting new products without sales history
    • Limited visibility of the baseline once overrides are applied

    Demand, supply and capacity in one plan

    Plan demand, supply, capacity and financial impact in one model, so S&OP reviews focus on decisions rather than reconciliation.

    Revenue targets by region: last years' actuals, a statistical forecast or growth percentage per region, an override, and the final target, with charts of target against bottom-up and of actuals with the statistical forecast
    Demand targets: statistical forecast or growth %, with an override
    Volume plan by sub category and month: volume, price and trade spend, the gap to next year's target, and gross revenue by month for actual, budget and forecast
    Volume plan: volume, price and trade spend by month, against target

    Screens from Orthantic's demo planning model. Select one to see it larger.

    Demand plan vs actual

    Thousands of units. The interval band widens with the forecast horizon.

      Illustrative figures. The consensus plan sits above the statistical baseline through the second half, widening into the Q4 peak. The planner adjustment remains visible in the model.

      Rough-cut capacity: load vs capacity

      Required hours per period against the capacity available to meet them.

        Illustrative figures. Required hours exceed available capacity in May, June and July, with May the first period requiring action.

        Key capabilities

        • Demand planningCycle

          Statistical baseline from history, with planner and market overrides held separately so the value of each can be measured.

        • Sales & operations planning (S&OP)Cycle

          One consensus demand and supply plan, reviewed on one cadence by every region and site that contributes to it.

        • Rough-cut capacity planning (RCCP)Check

          Test the demand plan against critical resources, such as lines, labour and key suppliers, while it can still be adjusted.

        • Long-term capacity planning (LTCP)Strategic

          Model multi-year capacity, network and investment options, and see what each does to service and cost.

        • Inventory and safety stock planningPolicy

          Set stock targets from service level and variability, with the working-capital impact calculated in the same model.

        • Supply and production planningExecution

          Turn the agreed demand plan into a feasible production and sourcing plan against real constraints.

        • New product introductionForecast

          Forecast new products from comparable launches, transitioning to the product's own history as it builds.

        With Orthantic AI

        • AskWhich materials fall below safety stock in the next three months?
        • ExplainWhy is the purchase plan for aluminium sheet above budget?
        • PlanSet the safety stock for aluminium sheet to 1.5 months from January.

        The agent answers with tables and charts. A planning request is prepared as a change for the planner to approve.

        Sales planning

        Challenges

        • Quotas set as prior year plus a fixed uplift
        • Territory changes that require significant model rework
        • Pipeline forecasts based on point-in-time snapshots
        • Compensation modelled separately from quotas
        • Limited visibility of how territory plans roll up to the company target

        Territory and quota planning aligned to target

        Plan territories, quotas, pipeline and compensation in one model, with the impact of every change visible across the sales plan.

        Quota attainment by territory

        Bar is attainment against quota. The vertical marker on each row is quota.

          Illustrative figures. Two of seven territories are above quota. Nordics is furthest behind at 74% of quota, a gap of £1.6m.

          Key capabilities

          • Territory and quota planningCycle

            Allocate the target through the sales hierarchy based on potential, with the roll-up reconciling as you adjust.

          • Pipeline and revenue forecastingCycle

            Weighted pipeline alongside the committed plan, with the gap to target shown explicitly.

          • Key account planningAccount

            Plan the largest accounts individually and see them consolidate into the territory and regional view.

          • Incentive compensation modellingCost

            Model payout curves against the quota plan and assess the cost of changes before they are communicated.

          • Sales capacity planningResource

            Determine the productive sales capacity required to meet the target, including ramp-up and start dates.

          With Orthantic AI

          • AskWhich territories are behind quota this quarter?
          • ExplainWhy did attainment fall in the North territory?
          • PlanRaise the Q1 quota for the North territory by 4%.

          The agent answers with tables and charts. A planning request is prepared as a change for the planner to approve.

          Marketing

          Challenges

          • Annual budgets that are rarely revisited during the year
          • Return on investment measured only after spend is committed
          • Expected uplift estimated outside the plan, after the budget is set
          • Campaign plans and budgets managed in separate tools
          • Slow turnaround on channel reallocation scenarios

          Marketing spend planned with its expected return

          Plan marketing spend, phasing and expected uplift in one marketing model, so budget changes can be evaluated before they are committed.

          Budget reallocation, before and after

          The same £13.0m, distributed differently.

            Illustrative figures. £1.1m moves from paid search and £0.8m from events, mostly to trade promotion. Brand spend and the £13.0m total are unchanged.

            Key capabilities

            • Budget allocation and reallocationCycle

              Allocate budget across channels, regions and brands, and evaluate mid-year reallocations before committing.

            • Campaign planning and spend phasingCalendar

              Phase committed spend across periods and assess the cash and P&L impact of moving a campaign.

            • Promotion planning and upliftDemand

              Model the expected uplift and cost of each promotion, so its return can be judged before the spend is committed.

            • Marketing-influenced pipelineFunnel

              Plan the funnel from spend through leads to influenced revenue.

            • Media mix optimisationDecision

              Let the optimiser split the budget across TV, radio, print and digital by expected return on investment, within the total budget and each channel's minimum and maximum. Compare the result with your current mix.

            With Orthantic AI

            • AskShow spend against demand by channel for this year.
            • ExplainWhy is cost per lead higher in October?
            • PlanCut the print budget by 15% for the second half of the year.

            The agent answers with tables and charts. A planning request is prepared as a change for the planner to approve.

            HR and workforce planning

            Challenges

            • Separate headcount figures kept in each location's spreadsheet
            • A single attrition rate applied across all roles
            • Hiring plans without timing, misaligning workforce cost by period
            • Compensation reviews run in offline files containing sensitive data
            • Limited visibility of future skills requirements

            One headcount plan across every location

            Plan headcount by role, location and period, with workforce cost in the same model, so managers in every location work from one plan.

            Headcount plan by grade and month for one cost centre: headcount input, headcount and people cost for staff, managers and executives
            Headcount plan: headcount and people cost by grade and month
            People cost by grade and by function by month, and headcount by function
            People cost by grade and function, and headcount by function

            Screens from Orthantic's demo planning model. Select one to see it larger.

            Headcount bridge

            People, not FTE. Opening to closing headcount for the plan year.

              Illustrative figures. 186 planned hires and 64 transfers in, partly offset by 142 leavers and 57 transfers out, give a net increase of 51 people for the cost plan.

              Key capabilities

              • Headcount and workforce planningCycle

                Plan positions by role, level and location over time, with the fully-loaded cost following automatically.

              • Compensation and merit planningCycle

                Model merit, promotion and market adjustments within budget, with access controlled by population.

              • Attrition and backfill modellingMethod

                Attrition rates that differ by role, level and geography, with backfill timing and cost derived from them.

              • Recruitment funnel planningOperational

                Plan recruitment activity from required start dates back through the hiring funnel.

              • Skills and capacity planningStrategic

                Plan the capabilities the business requires and identify skills gaps in advance.

              • Cost-to-serve and FTE allocationAnalysis

                Allocate workforce cost to products, customers or services using transparent rules.

              With Orthantic AI

              • AskHow many open roles are planned for Finance this year?
              • ExplainWhy is workforce cost above plan in Q2?
              • PlanAdd 3 planned hires to the Finance team from April.

              The agent answers with tables and charts. A planning request is prepared as a change for the planner to approve.

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