Plan the next decade, not the next quarter.
From planning assumptions to a complete workforce forecast that accounts for attrition, promotions, hiring and people cost.
Start with headcount. Add modules as you need them.
A scenario is a headcount plan plus any of five modules. Every run executes them in order.
6 of 6 modules will run
This scenario gives youheadcount by group, every year · who leaves · who moves up · who moves across teams · how many to hire · what it all costs · New hires costed at a premium.
Every module, every group, every year.
One run fills in all of it. Pick a module to read the same forecast five ways.
| Department | 2021 | 2022 | 2023 | 2024 | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 |
|---|---|---|---|---|---|---|---|---|---|---|
| Customer Success | 225 | 250 | 272 | 278 | 300 | 318 | 337 | 357 | 379 | 401 |
| Engineering | 450 | 505 | 560 | 575 | 620 | 676 | 737 | 803 | 875 | 954 |
| G&A | 155 | 160 | 165 | 167 | 180 | 183 | 194 | 212 | 227 | 241 |
| Operations | 210 | 225 | 238 | 240 | 250 | 256 | 273 | 300 | 324 | 347 |
| Product | 80 | 90 | 100 | 102 | 110 | 112 | 118 | 128 | 137 | 146 |
| Sales | 300 | 330 | 355 | 358 | 380 | 405 | 431 | 459 | 489 | 521 |
| Total | 1,420 | 1,560 | 1,690 | 1,720 | 1,840 | 1,950 | 2,090 | 2,260 | 2,430 | 2,610 |
Historical actual 2021–2025Forecast 2026–2030
Set the big goals and the specific targets. μFORE fills in everything in between.
From a company-wide growth goal to a leadership cap on one team, state what you know at the level you know it.
| Term | 2021 | 2022 | 2023 | 2024 | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 |
|---|---|---|---|---|---|---|---|---|---|---|
| Headcount | 1,420 | 1,560 | 1,690 | 1,720 | 1,840 | 1,950 | 2,090 | 2,260 | 2,430 | 2,610 |
- User input
- Historical actuals
Know what the plan costs, and set the pay decisions that drive it.
Start global, then change the details: a region’s salaries, a department’s bonus, a freeze in one year. The cost of every team follows, year by year, so cost strategy is something you plan ahead of time, not something you react to.
Three layers · the most specific wins
- 01DefaultsOne company-wide pay band that every group falls back to. A working cost forecast needs nothing else.
- 02Group specificsDifferent pay for specific groups, such as Engineering in North America or Sales directors. Set only what differs; everything else follows the defaults.
- 03Rate schedulesChange any pay rate (merit, bonus target, equity, benefits) for any group, in the years you name: a merit freeze in two years, a bonus target that ramps 12% → 15%. Merit compounds, so a freeze saves in every year after.
| Segment | Benefits | Overhead | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | Level | Region | Base | Merit | Bonus | Equity | Mode | Load % | $ per head | Mode | $ per head | OH % |
| Engineering | IC 1–3 | North America | $98,600 | 5% | 10% | 8% | % of base | 24% | — | $ per head | $11,500 | — |
| Engineering | IC 4–6 | North America | $147,800 | 3% | 10% | 10% | % of base | 24% | — | $ per head | $11,500 | — |
| Engineering | Manager | North America | $176,900 | 3% | 10% | 12% | % of base | 24% | — | $ per head | $11,500 | — |
| Engineering | IC 1–3 | EMEA | $80,800 | 3% | 10% | 8% | % of base | 24% | — | $ per head | $11,500 | — |
| Engineering | IC 1–3 | APAC | $67,000 | 3% | 10% | 8% | $ per head | — | $7,200 | $ per head | $11,500 | — |
| Sales | All | All | $105,000 | 3% | 30% | 4% | % of base | 24% | — | $ per head | $11,500 | — |
| Sales | Director+ | North America | $215,000 | 3% | 35% | 4% | % of base | 24% | — | $ per head | $11,500 | — |
| Customer Success | IC 1–3 | North America | $72,000 | 3% | 8% | 4% | % of base | 24% | — | $ per head | $11,500 | — |
| Product | IC 4–6 | North America | $142,000 | 3% | 10% | 9% | % of base | 24% | — | $ per head | $11,500 | — |
| G&A | All | EMEA | $105,000 | 3% | 10% | 4% | $ per head | — | $8,500 | $ per head | $11,500 | — |
| Operations | All | APAC | $58,000 | 3% | 10% | 4% | % of base | 24% | — | % of base | — | 9% |
| All | Director+ | All | $105,000 | 3% | 20% | 20% | % of base | 24% | — | $ per head | $11,500 | — |
Point at or tap a blue cell to see the default it replaces.
Set on this rowInherits the default
Total cost · All five components, $ per year
| Department | 2024 | 2025 | 2026 | 2027 | 2028 | 2029 | 2030 |
|---|---|---|---|---|---|---|---|
| Customer Success | $42.2M | $46.8M | $51.6M | $56.5M | $60.1M | $65.8M | $72.1M |
| Engineering | $108.0M | $119.8M | $135.9M | $153.0M | $167.5M | $188.6M | $212.3M |
| G&A | $29.2M | $32.3M | $33.9M | $36.6M | $39.5M | $43.1M | $46.8M |
| Operations | $37.0M | $39.7M | $42.0M | $45.9M | $50.4M | $55.5M | $61.0M |
| Product | $18.8M | $20.9M | $21.8M | $23.5M | $25.4M | $27.5M | $29.8M |
| Sales | $63.2M | $69.3M | $76.5M | $83.5M | $88.9M | $97.5M | $106.7M |
| All departments | $298.4M | $328.8M | $361.7M | $399.0M | $431.8M | $478.0M | $528.7M |
Historical actual 2024–2025Forecast 2026–2030
Seven readings of every run
Total cost, cost per head and each of the five components, for every group and every year.
New hires aren’t cheap.
Hiring to grow, and replacing the people who leave, usually costs more than paying the people you already have. Set a new-hire premium and μFORE costs new hires above their group’s average compensation, so the full cost of your attrition and growth plans is visible in the forecast.
See the shape of your workforce change.
Split the forecast by department, level, region or any dimension in your data, with actuals and forecast on one chart.
See where promotions flow in your plan.
Follow internal movement, like promotions, from the level people leave to the level they reach.
Promotions · Job Level
✓ balanced · net 0Promotions · 2026Promotions between job levels in 2026: IC2 to IC3, 41; IC3 to IC4, 41; IC4 to IC5, 28; IC1 to IC2, 27; IC5 to IC6, 14; M1 to M2, 8; IC2 to IC4, 8; IC5 to M1, 7; IC6 to IC7, 6; IC1 to IC3, 6; IC6 to M1, 5; M2 to M3, 4; IC4 to IC6, 3; IC7 to M2, 2; M3 to Director, 2; IC3 to M1, 1; IC7 to Director, 1.
Point at a path to read it. Click a level to isolate its paths.
- IC2 to IC341
- IC3 to IC441
- IC4 to IC528
- IC1 to IC227
- IC5 to IC614
- M1 to M28
- IC2 to IC48
- IC5 to M17
Nothing left unexplained.
Every year of the plan runs from opening headcount through exits and hires to closing, and the check row stays at zero.
| Year | 2026 | 2027 | 2028 | 2029 | 2030 |
|---|---|---|---|---|---|
| Opening | 1,840 | 1,950 | 2,090 | 2,260 | 2,430 |
| Exits | −230 | −246 | −265 | −286 | −307 |
| Hires | +340 | +386 | +435 | +456 | +487 |
| Closing | 1,950 | 2,090 | 2,260 | 2,430 | 2,610 |
| Check | ✓ 0 | ✓ 0 | ✓ 0 | ✓ 0 | ✓ 0 |
| Year | Opening | Exits | Hires | Closing | Check |
|---|---|---|---|---|---|
| 2026 | 1,840 | −230 | +340 | 1,950 | ✓ 0 |
| 2027 | 1,950 | −246 | +386 | 2,090 | ✓ 0 |
| 2028 | 2,090 | −265 | +435 | 2,260 | ✓ 0 |
| 2029 | 2,260 | −286 | +456 | 2,430 | ✓ 0 |
| 2030 | 2,430 | −307 | +487 | 2,610 | ✓ 0 |