Solutions / Headcount and HR
Headcount · Hiring · People cost
Headcount, hiring, payroll, attrition and capacity planned on the same model finance forecasts from. Every role is costed with on-costs and ramp, so the people plan and the financial plan stop living in two separate spreadsheets.
Connects to your HR system and payroll. Live in hours.
HR, finance and department heads working from one headcount number, with the agents keeping it reconciled to payroll at every step. So the budget review is about which roles to fund, not whose spreadsheet is right.
01When the year is set
Plan headcount by department, grade and entity, phased by quarter and costed with employer on-costs. The plan starts from the people already in your HR system, so it begins from who is actually on payroll rather than from last year's spreadsheet.
Explore headcount planning
Headcount Plan
47
Planned FTE
9
New hires in plan
£2.77M
Payroll budget
£64.5K
Average cost per head
Headcount by Department
FTE · FY2026 · phased by quarter · costs include employer on-costs · 2 departments in review
| Department | Q1 | Q2 | Q3 | Q4 | FY £K | vs LY | |
|---|---|---|---|---|---|---|---|
| Sales | 16 | 17 | 19 | 20 | 1,180 | +14% | Approved |
| Engineering | 8 | 9 | 10 | 10 | 720 | +9% | Approved |
| Operations | 7 | 8 | 8 | 8 | 410 | +4% | Approved |
| Marketing | 4 | 4 | 5 | 5 | 260 | +6% | In review |
| Finance and HR | 3 | 3 | 4 | 4 | 204 | +5% | In review |
| Headcount plan | 38 | 41 | 46 | 47 | 2,774 | +10% |
AI Overview
ModelerHeadcount plan built from your workforce sheet and matched to 42 people in your HR system. Two role titles need mapping.
02Every time a role opens
Every open role carries a grade, a start date and a cost. Move a start date and payroll, cost per head and cash move with it, so approving a hire and funding it become the same conversation.
Explore hiring planningHiring Plan
5
Open roles
11 wks
Average time to hire
£186K
FY cost of open roles
£468K
Full year run rate
Open Roles and Phasing
£K · start dates flow straight into payroll, cost per head and cash · 1 role awaiting approval
| Role | Dept | Grade | Start | FY £K | Annual | |
|---|---|---|---|---|---|---|
| Account executive | Sales | G5 | Jul | 48 | 97 | Approved |
| Account executive | Sales | G5 | Sep | 32 | 97 | Approved |
| Senior engineer | Engineering | G6 | Aug | 47 | 113 | To approve |
| Marketing manager | Marketing | G5 | Oct | 21 | 85 | Draft |
| Finance analyst | Finance | G4 | Jul | 38 | 76 | Approved |
| Open roles | 5 | 186 | 468 |
AI Overview
PlannerFive open roles add £186K to this year's payroll. Moving the senior engineer to October saves £19K but slips the platform roadmap one quarter.
03Every month
Payroll actuals are synced and split into permanent, contractor and overtime cost by department. Variance against plan is explained by role and by person, not left as a single line for finance to chase.
Explore people costWorkforce Cost
£1.33M
Permanent payroll H1
£66K
Contractor spend H1
1.6x
Contractor cost premium
£21K
Overtime H1
Monthly Payroll vs Plan
£K · H1 · contractors +£26K over plan, now above total plan
Permanent Payroll by Department
H1 · £K · plan vs actual
| Department | Plan | Actual | Var |
|---|---|---|---|
| Sales | 577 | 565 | −12 |
| Engineering | 352 | 341 | −11 |
| Operations | 201 | 203 | +2 |
| Marketing | 127 | 126 | −1 |
| Finance and HR | 95 | 90 | −5 |
| Total H1 | 1,352 | 1,325 | −27 |
AI Overview
AnalystPermanent payroll is £27K under plan, but contractor spend is £26K over. Engineering is covering its open role with contractors at 1.6x the cost.
04When someone resigns
Notice periods, backfill lead time and ramp are modelled for every leaver, so the cost of a resignation shows up in revenue, delivery and margin, not only in the HR report.
Explore attrition planningAttrition & Backfill
18%
Annual attrition
3
Notices for Q3
11 wks
Average backfill gap
£142K
Revenue at risk
Leavers and Backfill
£K · notice periods and backfill lead time modelled · gap between leaving and replacement costed
| Leaver role | Dept | Leaving | Backfill | Wks | Impact | |
|---|---|---|---|---|---|---|
| Account executive | Sales · KSA | Aug | Nov | 12 | −64 revenue | Hiring |
| Account executive | Sales · KSA | Sep | Dec | 12 | −52 revenue | Not started |
| Customer success lead | Operations | Jul | Sep | 9 | −26 retention | Offer accepted |
| 3 leavers | 33 | −142 |
AI Overview
AnalystThree leavers in Q3 put £142K of revenue at risk. Two are account executives in KSA, where pipeline coverage is already below 2x.
05As demand changes
Demand comes from the revenue plan and the project pipeline. Capacity comes from the people you have and the hires you have planned. Gaps show up months ahead, while there is still time to hire.
Explore capacity planningCapacity & Demand
42
Available FTE
47
Demand FTE
96%
Utilisation
−2
Peak FTE gap
Capacity vs Demand
FTE · demand from revenue plan and project pipeline · leavers and backfills included · gap peaks in August
AI Overview
PlannerDemand runs ahead of capacity from May and peaks at two FTE in August, when an account executive leaves. Bringing the second sales hire forward to July closes most of it for £16K.
06Before every decision
Test a pay review, a hiring freeze or a new team and see the full P&L, balance sheet and cash flow impact across every entity, with the base plan untouched.
Explore workforce scenariosWorkforce Scenarios
£2.71M
Payroll FY
£2.85M
Payroll FY
£2.53M
Payroll FY
3
Statements regenerated
Workforce Scenario Comparison
£K · FY2026 · P&L, balance sheet and cash flow regenerated for each version · base plan untouched
| Measure | Base plan | A · 5% pay review | B · H2 hiring freeze | ||
|---|---|---|---|---|---|
| FY2026 | Value | vs base | Value | vs base | |
| P&L Payroll | 2,714 | 2,850 | +136 | 2,528 | −186 |
| P&L Revenue | 5,100 | 5,100 | — | 4,860 | −240 |
| P&L EBITDA margin | 18.4% | 15.7% | −2.7 | 19.7% | +1.3 |
| BS Net cash | 1,840 | 1,704 | −136 | 1,858 | +18 |
| CF Cash runway | 14.2 mo | 13.4 mo | −0.8 | 14.8 mo | +0.6 |
| OPS Headcount Dec | 47 | 47 | — | 42 | −5 |
| OPS Attrition | 18% | 14% | −4 pts | 21% | +3 pts |
| Plan of record | Current | Version | Version | ||
AI Overview
PlannerA 5% pay review costs £136K and is modelled to bring attrition down to 14%. Freezing H2 hiring lifts margin 1.3 pts but gives up £240K of revenue.
Then the next planning cycle starts. From one headcount number HR and finance already agree on.
Plan the people, the capacity they deliver, or both. Every application sits on the same model finance forecasts from, so payroll and the plan never need reconciling afterwards.
Workforce
Headcount, hiring, payroll and attrition planned by department, with every role costed against the margin it has to earn.
One workforce model
Shared with finance
Fed by
Capacity
Demand from the revenue plan and project pipeline matched against the people you have and the hires you have planned, months ahead.
Same model, same live data. Adding a team is a permission, not a project.
Owns the model. Forecasting, scenarios, reporting, variance and close on one connected view.
ExploreRevenue plans, quota, territory and capacity that add up to the number finance is forecasting.
ExploreDemand, volume, capacity and cost per unit linked to the margin and cash they drive.
ExploreProject budgets, spend to date, forecast to complete and CAPEX phasing in the group plan.
ExploreAnything not covered here, we would rather answer on your own headcount plan.
Your own people data and your own model. See the cost of every open role, the gap between capacity and demand, and where payroll is drifting from plan, before the next budget review.
✓ Salary data stays restricted
✓ Your data, not a sample dataset
✓ Your grades and roles, as you define them
