IntermediateBEHAVIORAL
Tell me about a time you influenced a cross-functional stakeholder (e.g., sales, ops, or IT) to change a budget or forecast — what was your approach, how did you handle pushback, and what was the outcome?
Financial Analyst
General

Sample Answer

At a prior role I noticed our Q3 revenue forecast relied on an overly optimistic sales conversion increase of 15% without pipeline evidence. I pulled together a concise packet: historical conversion by rep (3 years), lead velocity metrics, and scenario analyses showing upside/downside ranges. I met with the head of sales and showed a sensitivity table that tied commission payouts to realistic outcomes. She pushed back, worried about morale and quota-setting. I proposed a compromise: adjust the corporate forecast down 6% for planning while preserving quota targets and implementing a weekly forecast cadence. Finance and sales agreed. The adjusted forecast prevented a $4.2M budget shortfall in Q3 and improved forecast accuracy from +/-12% to +/-4% by year-end.

Keywords

Use data-driven packets to build credibilityPresent scenarios and trade-offs, not just a single askNegotiate compromises that preserve stakeholder needs