We hit our number five quarters in a row. Then a take-private, a separation into a standalone company, and a redesign of customer success into account management changed the ground under our forecast, and we missed. Our NRR stayed strong, but board confidence didn’t. Selling only to airlines makes it harder: deals are large, lumpy, and swayed by outside forces like fuel prices. This session shares how we’re rebuilding forecast trust in real time. You’ll leave with a forecast-resilience checklist, a model for aligning RevOps and finance around one version of the number, and a rules-based approach to deal scoring built for a small number of high-stakes deals.