A sales and marketing budget built from the revenue target, not from last year's spend.

Gully Sales works out what your revenue target needs in pipeline, people and channel spend, then turns it into a budget by channel, role and quarter, with scenarios and release rules for when the year does not go to plan.

Every line of spend tied to the pipeline and revenue it is expected to produce.
Sales and marketing budgeted together, from one target, in one document.
Rules for what to hold, release or cut when revenue runs ahead or behind.

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Gully Sales Private Limited serves businesses across India, and every engagement begins with a free audit of how your budget is set today.

In one paragraph

What is Sales and Marketing Budgeting?

Sales and marketing budgeting from Gully Sales turns a revenue target into a spending plan an Indian SMB can defend. We baseline what you spent last year and what it produced, work out the pipeline, headcount and channel activity the target needs, and allocate money by channel, role and quarter. Scenarios and release rules say what changes when revenue runs ahead or behind, so it is managed all year.

The problem

Your budget is decided by what is left over, not by what the target needs.

In most growing Indian businesses the sales and marketing budget is the last number set and the first one cut. It starts from last year's figure, moves with the mood of the month and is spent in whichever order the invoices arrive. Nobody is at fault. The owner is watching cash, the sales head is watching the pipeline and the agency is watching its own targets. The budget is the one document none of them owns.

You will recognise it as

Next year's marketing budget is last year's figure plus or minus a percentage, and nobody can say what last year's produced.
Sales and marketing draw on the same pool of money and argue about it, because the two were never budgeted together.
Spend is heavy in the first quarter, frozen by the third and released in a rush before year end.
When sales dip, the first cut is marketing, which removes the pipeline that the recovery needed.
Agencies, portals and ad platforms propose budgets that suit them, and there is no number of your own to test them against.
Finance treats the whole function as one cost line and cannot see which rupee came back as revenue.

What it costs the business

Money goes to the channels that are easiest to spend on, not the ones the pipeline depends on, so the target is underfunded where it matters.
Hiring and incentive decisions are made outside the budget, and payroll quietly becomes the largest line nobody planned.
Spend cannot be defended to a partner, an investor or a bank, because there is no stated link between the money and the revenue.
Every monthly review asks whether the budget was overspent, never whether it bought enough pipeline.

Why it persists. Building a budget from the target needs three things most SMBs do not have to hand: a record of what each channel and each salesperson cost and produced, a revenue plan that states how much pipeline the target needs, and someone senior with the time to connect the two before finance closes the numbers. Without those, last year's figure is the only defensible starting point, so it wins every year.

If it stays unresolved. The budget keeps drifting away from the target. Good channels are starved and familiar ones are overfed, sales capacity is added or cut on instinct, and each year's plan carries last year's mistakes forward. Growth becomes a function of how brave the owner feels about spending, not of what the market can return.

What changes

You get a budget in which every line can explain why it exists.

In the first weeks

A spend baseline showing what each channel, role, agency and tool cost last year and what it produced.
A budget by channel, role and quarter that finance, sales and marketing have all signed.
Unit costs per lead, qualified opportunity and customer for every channel you use.

In how the work runs

A monthly spend-versus-pipeline review in the same format every month, run by your own team.
Fixed and variable spend separated, with a contingent pool released only against agreed triggers.
Agency and platform proposals tested against your own cost-per-opportunity numbers before approval.
Hiring and incentive costs planned inside the budget instead of arriving as surprises.

In sales and marketing

Money moved towards the channels that produce qualified pipeline at a cost the target can bear.
Spend held steady through slow months when the pipeline needs it, because the plan said so in advance.
Fewer year-end rushes and unused balances, because the budget is released to a calendar.

In what management can see

One view for the owner, finance and the commercial heads of what was budgeted, spent and produced.
A budget you can show a partner, investor or bank with the revenue reasoning attached.

Over the longer term

A budgeting method your team repeats every year, with a baseline that improves each time.
A business that decides spend from evidence and can scale it with confidence when growth arrives.

Gully Sales controls the quality of the baseline, the allocation logic, the scenarios and the tracking format. What the spend produces in pipeline and revenue depends on your market, your offer and your team's execution, so we report those as outcomes and never promise them.

Who it is for

When your spend should answer to the revenue target, not to last year.

The businesses it suits

Founder-led SMBs whose sales and marketing spend is set from last year's figure and defended from memory.
Businesses with both a sales team and marketing activity, where the two are funded separately and compete for money.
Companies that have a revenue target for next year and no worked-out view of what reaching it will cost.
Businesses spending across agencies, ad platforms, portals, exhibitions and a field team, with no single view of what each returns.
Companies preparing a budget for a partner, board, investor or bank that will ask how the spend produces revenue.
Businesses planning a launch, a new market or a first sales hire and wanting the cost planned before the commitment.

What usually prompts the call

Next year's budget is due and the only input on the table is this year's spend.
Marketing was cut mid-year to protect cash and the pipeline has thinned since.
An agency, portal or platform has proposed a budget and you have no number of your own to judge it by.
Sales headcount has grown, but nobody has worked out what the team costs against what it closes.
Your CA or finance head has asked for the reasoning behind the marketing line and there is not one.

What Gully Sales does

The work, component by component.

Spend baseline and unit economics

We reconstruct the last twelve months of sales and marketing spend from your books, agency invoices, ad accounts, payroll and travel claims, and match it against the leads, opportunities and customers each part produced. The result is a cost per lead, per qualified opportunity and per customer for each channel and each part of the sales team.

Why it matters:: You cannot allocate money well without knowing what it has been buying. Most budgets fail at this step because the numbers were never put side by side.
You receive:: A spend baseline by channel, role, agency and tool, with unit costs and what each produced.
Business value:: You see which rupees came back and which did not before a single new rupee is committed.

Target to pipeline requirement

Starting from your revenue target and growth assumptions, we work backwards through conversion rates, average deal size, sales cycle and retention to the pipeline, opportunities and leads the year needs, by segment and by quarter. Where the target is still being set we use the working number and flag what changes if it moves.

Why it matters:: The budget is only defensible if it is sized to a stated pipeline requirement rather than to a feeling about how much is enough.
You receive:: A pipeline requirement: leads, qualified opportunities and pipeline value by segment and quarter.
Business value:: The conversation moves from how much you can afford to how much the target needs.

Channel contribution and channel budgets

Each channel is given a share of the pipeline requirement based on what it produced at the baseline, what it can realistically scale to and what it costs per qualified opportunity. Field sales, dealers, referrals, inbound, outbound, paid media, events and partners are all treated the same way, so the spend on each has a contribution it is expected to make.

Why it matters:: Channels are usually funded by habit. Giving each one a contribution and a unit cost makes the allocation a decision instead of a default.
You receive:: A channel plan: expected contribution, unit cost and budget for every channel, by quarter.
Business value:: Money goes to the channels the target depends on, and the weak ones must earn their way back in.

Sales and marketing capacity and people cost

We work out the headcount the pipeline needs in sales, inside sales, marketing and support roles, using realistic activity and productivity assumptions, and cost it fully: salaries, incentives, travel, tools, enablement and hiring. Where the plan needs people you do not have, the budget states when they are needed and what they cost before they produce.

Why it matters:: People are the largest line in most SMB commercial budgets and the one most often left out of the marketing conversation.
You receive:: A capacity and people-cost plan by role and quarter, including incentives and the cost of ramp.
Business value:: Hiring decisions are made inside the budget, with their revenue timing understood.

Allocation, fixed and variable spend and the contingent pool

The full budget is assembled by channel, role and quarter and split into committed spend, variable spend that scales with activity and a contingent pool. Each line carries the pipeline it is meant to produce. The pool is released only against agreed triggers, so money is available when a channel outperforms and protected when one does not.

Why it matters:: A single annual number invites both overspending early and hoarding late. Structure is what lets a budget bend without breaking.
You receive:: The sales and marketing budget by channel, role and quarter, with committed, variable and contingent lines.
Business value:: You can hold spend steady through a slow month and release it into a strong one without reopening the whole plan.

Scenarios and release rules

Three budgets are prepared: the base case, a case where revenue runs behind and a case where it runs ahead. For each, we state the trigger that moves you into it, what is held, cut or released, in what order and who decides. These rules are agreed with finance while everyone is calm, not in the month the numbers slip.

Why it matters:: The damage from a bad year is usually done by panic cuts. Rules decided in advance protect the pipeline the recovery will need.
You receive:: Scenario budgets with trigger points, an ordered list of what changes and named decision owners.
Business value:: When the year turns, the decision has already been made and the pipeline is protected.

Budget calendar and monthly tracking

The approved budget is turned into a release calendar and a one-page monthly tracker showing budget, spend, pipeline produced and unit cost by channel. We set up the tracker with your finance and marketing data, run the first reviews with your team and agree the rules for moving money between channels during the year.

Why it matters:: A budget that is only reviewed for overspend teaches the team nothing. Tracking spend against pipeline is what makes next year's baseline better.
You receive:: A budget calendar, a monthly spend-versus-pipeline tracker and written reallocation rules.
Business value:: The budget is managed every month, and next year's starts from evidence instead of memory.

What you will have at the end.

Spend baseline: twelve months of sales and marketing spend by channel, role, agency and tool, with what each produced.
Unit economics: cost per lead, per qualified opportunity and per customer for every channel.
Pipeline requirement: leads, opportunities and pipeline value the target needs, by segment and quarter.
Channel plan: expected contribution, unit cost and budget for each channel, by quarter.
Capacity and people-cost plan: headcount by role, salaries, incentives, travel, tools and ramp cost.
The budget itself: by channel, role and quarter, split into committed, variable and contingent lines.
Scenario budgets: base, behind and ahead, with trigger points and an ordered list of what changes.
Release calendar: what is released when, and what must be true before the contingent pool opens.
Monthly tracker: budget, spend, pipeline and unit cost by channel on one page.
Reallocation rules: when money moves between channels, on what evidence and who decides.
Finance pack: the budget in the format your CA, finance head or board expects, with the revenue reasoning attached.
Agency and platform brief: the spend, contribution and unit cost each external partner is budgeted against.

How it runs

The engagement, step by step.

1
Spend baseline
We gather twelve months of sales and marketing spend from your books, agency invoices, ad and portal accounts, payroll, incentive statements and travel claims, and match it to the leads, opportunities and customers in your CRM or sales records. Gaps are named, not hidden; where attribution is thin we say so and use the closest fair estimate.
You provide:
Access to accounts, invoices, ad and portal accounts, payroll summaries and your CRM or sales records.
We produce:
A spend baseline by channel, role, agency and tool, with unit costs and confidence notes.
Done when:
Leadership and finance agree the baseline is a fair picture of what was spent and what came back.
2
Target and pipeline requirement
We take the revenue target and growth assumptions, from your annual plan if one exists or from a working number if not, and convert them into the pipeline, opportunities and leads each quarter needs, using your own conversion rates and cycle times. The assumptions that carry the most risk are flagged for the scenarios.
You provide:
The revenue target or working number, growth assumptions and any existing plan or forecast.
We produce:
A pipeline requirement by segment and quarter, with the assumptions and their sensitivity stated.
Done when:
The sales and marketing heads accept the pipeline requirement as the number they are funding towards.
3
Channel contribution
Each channel is assigned a share of the requirement from its baseline performance, its realistic room to scale and its unit cost. We test the sum against the target and rebalance until the contributions add up without depending on any channel doing something it has never done.
You provide:
Views from sales and marketing on what each channel can realistically carry, and any channel you want to enter or exit.
We produce:
A channel plan with contribution, unit cost and indicative spend by quarter.
Done when:
The contributions add up to the requirement and every channel owner has agreed their share.
4
Capacity and people cost
We size the sales, inside sales, marketing and support roles the pipeline needs, using activity and productivity assumptions your managers accept, and cost each role fully, including incentives, travel, tools and time to ramp. Hires are placed in the quarter the plan needs them, with their cost before productivity shown.
You provide:
Current headcount, compensation and incentive structures, and constraints on hiring.
We produce:
A capacity and people-cost plan by role and quarter.
Done when:
Leadership agrees the headcount plan and its cost, and knows which hires depend on which triggers.
5
Allocation and structure
The budget is assembled by channel, role and quarter and split into committed, variable and contingent lines. Each line records the pipeline it is expected to produce. We work through it with finance so the format, cash timing and approval limits fit the way the business actually pays for things.
You provide:
The overall budget envelope, cash constraints and finance's time to review the structure.
We produce:
The full sales and marketing budget with committed, variable and contingent lines and pipeline reasons.
Done when:
Finance, sales and marketing sign one budget and can each explain any line in it.
6
Scenarios and release rules
We prepare the behind and ahead cases, set the triggers that move the business into each, and write down what is held, cut or released, in what order and by whose decision. The order protects the channels the recovery depends on and releases money first where the unit cost is proven.
You provide:
Decisions on risk appetite, the minimum cash position and who holds authority to release the contingent pool.
We produce:
Scenario budgets with triggers, an ordered change list and named decision owners.
Done when:
Owners can say what happens to spend in a bad quarter without calling a meeting.
7
Tracking and handover
We build the release calendar and the monthly tracker from your finance and marketing data, run the first reviews with your team and agree the reallocation rules. The method, the templates and the baseline are handed over so next year's budget can be built by your own people, with or without us.
You provide:
A named budget owner, monthly spend and pipeline data on time, and attendance at the first reviews.
We produce:
A release calendar, a monthly tracker, reallocation rules and a handover pack.
Done when:
Your team has run agreed monthly reviews on the tracker and moved money at least once on evidence.

Ways to work with us

Engage us for the annual build, a mid-year reset or the whole year.

Annual budget build

The full sequence from spend baseline to signed budget, scenarios and tracker, timed to land before your financial year or planning cycle closes. For businesses building a target-led budget for the first time.

Mid-year budget reset

A shorter engagement that re-baselines spend against pipeline so far, moves money to where the evidence points and sets release rules for the remaining quarters. For businesses where the year has already drifted from the plan.

Zero-base rebuild

Every line justified from the pipeline requirement, with nothing inherited from last year. For businesses that have changed their model, markets or channels and suspect the old spend pattern no longer fits.

Launch or new-market budget

A ring-fenced budget for a product launch, a new territory or a first sales team, with its own assumptions, scenarios and triggers. For businesses committing money to something with no history to plan from.

Budget owner through the year

We run the monthly spend-versus-pipeline review, manage the contingent pool and recommend reallocations for an agreed period, then hand the routine to your team. For businesses with no one senior to own the budget month to month.

Why Gully Sales

What you are actually choosing when you choose us.

The budget starts from the target, not from last year.

Most budgets are last year's figure with a percentage added. Ours starts from the pipeline the target needs and works back to the money, so every line has a revenue reason that can be questioned and defended.

Sales and marketing are budgeted in one document.

Salaries, incentives, travel and dealer costs sit beside campaigns, agencies and platforms, because they buy the same pipeline. Budgeting them together ends the argument over whose money it is.

We know what channels cost because we run them.

Gully Sales operates marketing, sales, channel and customer success work for clients every day, so the unit costs and capacity assumptions in your budget come from practice, not from a benchmark report.

It is built for an SMB's cash, not a corporate's.

Committed, variable and contingent lines, a release calendar and rules for a bad quarter are there because Indian SMBs manage cash month to month. The budget is designed to bend without breaking.

Finance is in the room from the start.

The budget is built in a format your CA, finance head or board can read, with cash timing and approval limits agreed as we go, so sign-off is a formality rather than a fight.

We report what the money bought, not what we hope it buys.

The baseline, the allocation logic, the scenarios and the tracker are ours to get right. The pipeline and revenue the spend produces depend on your market and your team, and we report them as outcomes, never as promises.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Manufacturing	A components manufacturer sells through a field team, a dealer network and a growing inbound channel, and funds each from a different pocket with no view of what any of them returns.	Baseline the cost per qualified opportunity for field visits, dealer schemes and inbound, then allocate next year's budget by contribution, with dealer incentives and exhibition spend inside the same plan.	The owner sees which route to market earns its money and funds it first.
IT and B2B services	A services firm has built a sales team on top of founder referrals and is spending on LinkedIn, events and outbound at the same time, without knowing which produces closable pipeline.	Size the pipeline the target needs, give each channel a contribution and a unit cost, and cost the sales team fully including ramp, so hiring and marketing are planned together.	Marketing spend and sales headcount stop competing and start adding up to one number.
Distribution and trading	A distributor's margins are thin, its sales cost is mostly people and travel, and marketing is whatever the principals co-fund; nobody has a growth budget that is the company's own.	Separate committed people cost from variable trade spend, plan principal-funded and own-funded activity in one document and set triggers for adding territory reps.	Growth spend becomes a decision the company makes, not one its principals make for it.
Healthcare	A hospital or clinic group spends on digital, camps, referral doctors and patient outreach, with spend approved case by case and cut whenever the month is slow.	Baseline cost per enquiry and per admitted patient by channel, protect the channels with proven unit cost through slow months and put camp and outreach spend on a release calendar.	Patient enquiries stop swinging with the mood of the month.
Consumer and D2C brands	A food or personal-care brand is spending on marketplaces, performance ads, influencers and general trade at once, and the finance view is a single marketing line that keeps growing.	Break the line into channels with unit costs, separate variable performance spend from committed brand and trade spend, and set rules for scaling the channels that are working.	The founder can scale spend with confidence, because each channel has a number to earn.
Education and training	An institute's admissions spend peaks in one season, is planned late and goes largely to portals and agents whose cost per admission nobody has calculated.	Baseline cost per enquiry and per admission by source, budget the season by week against the intake target and set triggers for adding or cutting portal and agent spend as enquiries come in.	Admissions spend follows the intake target, not the previous year's habits.

Manufacturing

The situation:: A components manufacturer sells through a field team, a dealer network and a growing inbound channel, and funds each from a different pocket with no view of what any of them returns.
How it applies:: Baseline the cost per qualified opportunity for field visits, dealer schemes and inbound, then allocate next year's budget by contribution, with dealer incentives and exhibition spend inside the same plan.
Likely benefit:: The owner sees which route to market earns its money and funds it first.

IT and B2B services

The situation:: A services firm has built a sales team on top of founder referrals and is spending on LinkedIn, events and outbound at the same time, without knowing which produces closable pipeline.
How it applies:: Size the pipeline the target needs, give each channel a contribution and a unit cost, and cost the sales team fully including ramp, so hiring and marketing are planned together.
Likely benefit:: Marketing spend and sales headcount stop competing and start adding up to one number.

Distribution and trading

The situation:: A distributor's margins are thin, its sales cost is mostly people and travel, and marketing is whatever the principals co-fund; nobody has a growth budget that is the company's own.
How it applies:: Separate committed people cost from variable trade spend, plan principal-funded and own-funded activity in one document and set triggers for adding territory reps.
Likely benefit:: Growth spend becomes a decision the company makes, not one its principals make for it.

Healthcare

The situation:: A hospital or clinic group spends on digital, camps, referral doctors and patient outreach, with spend approved case by case and cut whenever the month is slow.
How it applies:: Baseline cost per enquiry and per admitted patient by channel, protect the channels with proven unit cost through slow months and put camp and outreach spend on a release calendar.
Likely benefit:: Patient enquiries stop swinging with the mood of the month.

Consumer and D2C brands

The situation:: A food or personal-care brand is spending on marketplaces, performance ads, influencers and general trade at once, and the finance view is a single marketing line that keeps growing.
How it applies:: Break the line into channels with unit costs, separate variable performance spend from committed brand and trade spend, and set rules for scaling the channels that are working.
Likely benefit:: The founder can scale spend with confidence, because each channel has a number to earn.

Education and training

The situation:: An institute's admissions spend peaks in one season, is planned late and goes largely to portals and agents whose cost per admission nobody has calculated.
How it applies:: Baseline cost per enquiry and per admission by source, budget the season by week against the intake target and set triggers for adding or cutting portal and agent spend as enquiries come in.
Likely benefit:: Admissions spend follows the intake target, not the previous year's habits.

How it is measured

Baseline: Before allocation begins we record twelve months of spend by channel, role, agency and tool, the leads, opportunities and customers each produced, the unit cost of each, pipeline coverage against the target, forecast accuracy in recent quarters, revenue per salesperson and how much of the budget was spent as planned. Every monthly tracker and each rebuild compares against this record.
Reporting: Monthly on the spend-versus-pipeline tracker, quarterly against the scenarios and triggers, and annually when the next budget is built from the new baseline.
Measurement period: Unit costs and coverage move within a quarter; revenue attainment and marketing contribution are read over the budget year. The review period is agreed at the start.

The metrics that matter here

Revenue attainment: actual revenue against the target the budget was built to fund, by segment and quarter.
Pipeline coverage: qualified pipeline as a multiple of the remaining target, against what the budget was sized for.
Forecast accuracy: how closely the pipeline requirement matched what the channels actually produced.
Marketing contribution: pipeline and revenue sourced by marketing against the marketing lines of the budget.
Sales productivity: revenue and opportunities per salesperson against the people cost budgeted for them.
Execution velocity: budget released, hires made and channel actions taken in the quarter they were planned.
Cost per qualified opportunity: by channel, against the unit cost the allocation assumed.
Budget variance: spend against plan by channel and quarter, with the pipeline bought for the difference.
Contingent pool use: how often the pool was released, on which triggers and with what result.

Questions buyers ask

Before you enquire, the answers you will want.

How will the budget connect to our revenue target, pipeline and team capacity?

We work backwards. The target is converted into the pipeline, opportunities and leads each quarter needs, using your own conversion rates and cycle times. Each channel is given a share of that requirement and a unit cost, which sets its budget. The people needed to work that pipeline are sized and costed in the same plan. So every rupee, whether for a campaign or a salesperson, points at a stated amount of pipeline.

How is this different from annual revenue planning or revenue target planning?

Revenue target planning sets the number. Annual revenue planning builds the whole plan around it: segments, channels, capacity, priorities and roadmap. Sales and marketing budgeting is the money layer of that plan, worked out in far more depth: spend baselines, unit costs, allocation by channel and role, committed and contingent lines, scenarios and monthly tracking. If you already have a plan, we budget it. If you do not, we start from a working target and say what a plan would change.

What inputs do you need from us?

Twelve months of sales and marketing spend from your books, agency invoices, ad and portal accounts, payroll and incentive summaries and travel claims; your CRM or sales records for leads, opportunities and customers; the revenue target or working number and any existing plan; current headcount and compensation; and time from the owner, the sales and marketing heads and finance. Gaps are normal. We name them, estimate fairly and mark the confidence of each number.

We do not have spend or lead data by channel. Can you still do this?

Yes, and it is the usual starting point. We reconstruct spend from invoices and statements and attribute leads and customers from whatever exists: CRM notes, enquiry registers, sales team recall and platform reports. The first baseline is marked with confidence levels rather than presented as precise. The tracker then captures the data properly from the first month, so the second year's budget is built on real numbers. The gaps themselves are often the most useful finding.

How long does the engagement take?

It depends on how many channels and roles you run, how much spend history has to be reconstructed and how quickly the owner, the commercial heads and finance can meet to decide. A business with clean books and a CRM moves faster than one where attribution has to be rebuilt from invoices. We agree the sequence and the checkpoints on the audit call and plan the work to land before your financial year or planning cycle closes.

How is success measured?

First by the quality of the budget itself: can every line explain the pipeline it is expected to buy, do finance and the commercial heads accept it, and can the team say what happens in a bad quarter. Then, through the year, by the tracker: cost per qualified opportunity against what was assumed, pipeline coverage against what the budget was sized for, spend variance by channel and, over the year, revenue attainment and marketing contribution. We report those as outcomes, not promises.

What share of revenue should an SMB spend on sales and marketing?

There is no universal figure, and we do not start from one. Businesses with dealer networks, field teams, long sales cycles or marketplace channels have very different cost structures, and a percentage borrowed from another company hides that. The right amount is what your target's pipeline requirement costs at your unit costs, with a contingent pool sized to your risk appetite. We can show how your figure compares with your own history, which is the comparison that matters.

What happens when revenue runs behind the plan?

That is what the scenarios are for. The budget carries a behind case with a trigger, usually pipeline coverage or attainment falling below an agreed level, and an ordered list of what is held, cut or released and who decides. The order protects the channels with proven unit cost, because they are what the recovery will need, and cuts the unproven ones first. The decision is made in advance, so a slow quarter does not become a panic.

4 more questions

Do you manage our agency, ad and portal budgets as part of this?

We budget them, and we give you the number to hold each partner to: the contribution, unit cost and spend each is funded for. Managing the campaigns, media buying and portal listings themselves is separate work, which Gully Sales' demand generation and marketing operations teams can take on if you want it. If you prefer to keep your agencies, each receives a brief stating what its spend is expected to produce.

What is excluded from scope?

Setting the revenue target itself, running campaigns or media, recruiting the people the plan costs, building or repairing your CRM, and preparing statutory accounts. Each of these is a separate Gully Sales service or your own team's work, and we say clearly where the budget engagement ends and those begin. We also do not audit past spend for compliance; the baseline is built to plan forward, not to assign blame.

Can this be done mid-year, or only at annual planning time?

Both. A mid-year reset re-baselines spend against pipeline so far, moves money to where the evidence points and sets release rules for the remaining quarters. It is often the better first engagement, because it uses live data and the improvements show inside the same year. The full annual build then starts from a tracker that has been running for months rather than from reconstructed invoices.

Will our finance head or CA be involved?

Yes, from the start. The budget is built in a format they can read, with cash timing, approval limits and the split between committed, variable and contingent spend agreed as we go. Finance signs the same document the commercial heads sign, which is the point. We do not prepare accounts or tax positions; the finance role here is to make the budget one the business will actually fund and track.

Talk to us

Show us next year's budget before it is signed, and we will show you what it buys.

The free audit is a working session on how your spend is set today and what the target needs. No deck and no obligation; you leave knowing whether the gap is the baseline, the allocation or the tracking.

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