Pigment Use Cases

Last Updated: August 27, 2026

This page provides the list of Pigment Use Cases and their associated definitions. The Use Cases themselves provide a framework for the usage of the Solution.

Use Case Planning activity Definitions
Financial Planning & Analysis Revenue Planning Revenue Planning is the process of modeling key business drivers and the strategic investments required to reach revenue goals. It facilitates alignment between Finance and RevOps by ensuring revenue models are grounded in operational realities.

Planning activities include:
● Developing strategic plans and targets informed by historical data, marketing inputs, quotas, and cohort analysis
● Establishing driver-based revenue models to simulate various business performance scenarios
● Integrating diverse data sources to facilitate agile reforecasting and performance-driven adaptations
● Connecting revenue models across multiple areas of the business to ensure cross-functional alignment
Financial Planning & Analysis Capacity Planning Capacity Planning is the process of defining seller contribution to targets, and checking against allocated quota. It facilitates the understanding of the supply of workforce necessary to achieve revenue goals and other targets.

Planning activities include:
● Bottom-up: capacity of current field team based on various assumptions (ramp up, productivity, etc.)
● Bottom-up: adding new field individuals to increase revenue generated
● Bottom-up: automatically generate supporting headcount based on given ratios
● Top-down: cascade targets based on predetermined allocation
● Reconcile top-down and bottom-up figures
● Integrate source systems
Financial Planning & Analysis Headcount Planning (Finance owned) Headcount Planning is the process of forecasting, budgeting, and controlling employee-related costs by department or cost center. It ensures hiring decisions and organizational changes stay aligned with the company’s financial plan.

Planning activities may include:
● Planning and approving budgeted headcount by department and cost center
● Forecasting fully loaded employee costs (salary, bonus, benefits, taxes, equity)
● Visualizing financial performance under different headcount scenarios
● Modeling the financial impact of hires, backfills, attrition, and re-orgs
● Tracking variances between planned vs. actual headcount and spend
● Reconciling workforce data between financial systems and HRIS/ATS
● Providing finance-driven visibility to business leaders on headcount spend
Financial Planning & Analysis CAPEX Planning CAPEX Planning is the process of forecasting and managing an organization’s capital investments and asset lifecycle. It enables Finance teams to maintain a precise view of asset valuation as the business scales and its strategic requirements evolve.

Planning activities include:
● Initializing current asset registers to provide a comprehensive baseline of existing holdings
● Developing capital expenditure plans by project or individual asset for granular oversight
● Automating depreciation modeling based on specific asset attributes and life cycles
● Layering in driver-based scenarios to facilitate strategic, performance-driven decision-making
Financial Planning & Analysis OPEX Planning OPEX Planning is the process of streamlining the collection and consolidation of expense inputs to establish a comprehensive budget. It enables budget holders to align departmental spend with the organization’s strategic financial goals.

Planning activities include:
● Facilitating itemized manual inputs for expenses and categories by business leaders and budget holders
● Establishing automated, driver-based calculations linked to headcount, revenue, and other key business metrics
● Incorporating vendor-specific inputs to ensure granular expense forecasting and oversight
● Analyzing variances between current inputs and historical data to determine accurate run rates
Financial Planning & Analysis Cashflow Planning Cashflow Planning is the process of forecasting and managing an organization’s liquidity and financial obligations over various time horizons. It facilitates strategic oversight of cash inflows and outflows, ensuring optimal capital allocation and maintaining financial stability as strategic requirements evolve.
Financial Planning & Analysis Financial Statement Build & Management Reporting Financial Statement Build & Management Reporting is the process of generating diverse financial visualizations tailored to specific stakeholder requirements, including regulatory reporting and board presentations. It provides Finance teams with a flexible, multidimensional framework to streamline reporting and facilitate strategic, performance-driven analysis.

Planning activities include:
● Producing tailored reports for varied audiences to ensure alignment between internal management and external regulatory standards
● Consolidating actuals, budgets, and forecasts to facilitate multi-dimensional performance analysis and variance tracking
● Establishing dynamic ratios and calculations on the fly, enabling granular drill-downs from high-level summaries to individual transactions
● Streamlining the ingestion, mapping, and validation of actuals data to ensure a single source of truth
● Integrating diverse source systems to automate data flows and enhance reporting agility
Financial Consolidation IFRS IFRS (International Financial Reporting Standards) is the globally accepted set of accounting principles for public company financial statements. It is a critical component of Financial Consolidation as it ensures consistency and comparability across multinational entities.

Planning activities include:
● Managing financial statements and disclosures to ensure compliance with global standards
● Performing complex adjustments for accounting differences between local GAAP and IFRS
● Handling consolidation across multinational entities with varying currencies and accounting policies
● Addressing accounting deltas related to areas like revenue recognition, lease treatment, and cost capitalization
● Facilitating easier comparability of financial results for international investors and stakeholders
Financial Consolidation US GAAP US GAAP (Generally Accepted Accounting Principles) is the set of accounting principles used in the United States for preparing financial statements. It is a critical component of Financial Consolidation as it ensures that consolidated financial statements align with US requirements, including the necessary consolidation logic, controls, and traceability for compliant external reporting.

Planning activities include:
● Producing consolidated financial statements and disclosures to align with US GAAP requirements
● Applying specific consolidation logic, controls, and traceability for compliant external reporting
● Handling complex scenarios such as intercompany eliminations, non-controlling interests, joint ventures, and associates
● Streamlining the close cycle to accelerate monthly and quarterly reporting
● Integrating source systems (e.g., ERP, GL systems) to ensure a single source of truth for US reporting
Financial Consolidation Pillar 2 Pillar 2 (Global Anti-Base Erosion rules, or GloBE) is a global corporate tax framework that establishes a minimum effective tax rate of 15% for large multinational enterprises. It is a critical component of Financial Consolidation as it supports Pillar 2 tax reporting needs by modeling the required tax calculations and producing the reporting outputs needed for tax teams.

Planning activities include:
● Modeling the required tax calculations to determine the GloBE Effective Tax Rate (ETR)
● Producing the specialized reporting outputs required by tax teams
● Generating Group Tax Reporting, including deferred tax follow-up and tax proof
ESG Carbon Accounting Carbon Accounting is the process of measuring and managing greenhouse gas emissions and tracking carbon footprints across diverse business operations. It facilitates the precise calculation of direct and indirect emissions to ensure organizational alignment with strategic sustainability targets.
ESG Regulatory (eg. CSRD) Regulatory Reporting is the process of collecting, managing, and reporting required data in compliance with global mandates. It facilitates a transparent and auditable framework for ESG information to ensure organizational alignment with the latest regulatory requirements.
Workforce Planning Workforce Demand Planning Workforce Demand Planning is the process of aligning talent strategy, organizational design, and workforce capacity with long-term strategic business goals. It facilitates the synchronization of roles, skills, and locations to ensure the right talent is deployed at the right time and place to meet operational requirements.

Planning activities include:
● Translating high-level business strategy into granular role, skill, and capacity requirements
● Developing comprehensive workforce plans segmented by role, team, geography, or specific project milestones
● Managing and tracking hiring at the requisition level to maintain alignment with approved plans
● Supporting organizational design initiatives and modeling optimal span-of-control structures
● Establishing labor demand forecasts and capacity models for projects, shifts, and specific engagements
● Layering in strategic scenarios to visualize the impact of expansions, new market entries, or organizational restructurings
● Facilitating closed-loop data integration across HRIS, ATS, and financial systems to ensure a single source of truth
● Driving strategic initiatives regarding location strategy, compensation structures, and skills development
Workforce Planning Org & Position Modeling Org & Position Modeling is the process of designing and structuring the organization's architecture, including roles, reporting hierarchies, and positions, to ensure alignment with strategic business goals. It facilitates the ongoing management of the operating model and allows for real-time cost impact analysis of structural changes.

Planning activities include:
● Designing and maintaining multiple overarching organizational structures and reporting hierarchies
● Modeling optimal span-of-control and organizational design initiatives
● Visualizing and planning changes, such as adding, moving, or changing teams and positions
● Analyzing the real-time cost impact of structural changes and new positions
Workforce Planning Talent Acquisition Talent Acquisition is the process of translating workforce demand into operational hiring targets, managing the recruitment pipeline, and reconciling the talent demand process with finance. It facilitates the acquisition of key capabilities for future growth while optimizing recruitment costs and time-to-hire.

Planning activities include:
● Translating the workforce demand plan into operational targets for the Talent Acquisition team
● Forecasting hiring demand, timing, and workforce inflows
● Monitoring the recruitment pipeline and time-to-hire metrics
● Equipping the business with key capabilities for future growth and assessing recruitment strategy impact on cost efficiency
Workforce Planning Compensation Planning Compensation Planning is the process of designing, planning, and managing employee compensation structures, including salary, bonus, and benefits. It facilitates the assessment of compensation and benefits strategies against financial objectives, ensuring internal equity, market competitiveness, and alignment with budget.

Planning activities include:
● Planning salary, bonus, and compensation structures for employees
● Modeling the financial impact of compensation and benefits strategies on financial health metrics
● Implementing the merit increase and market adjustment process to ensure market competitiveness
● Centralizing data to assess compensation against market benchmarks (e.g., Compa-Ratio)
Workforce Planning Performance & Promotion Management Performance & Promotion Management is the process of tracking employee performance, managing feedback cycles, and governing the progression of individuals to higher levels of impact and responsibility. It facilitates the alignment of individual growth with organizational values and strategic goals, ensuring a transparent and fair pathway for career advancement.

Planning activities include:
● Managing performance review cycles, including self-reflection, peer feedback, and manager assessments
● Governing the promotion workflow and committee validation based on career grid expectations
● Connecting performance outcomes to compensation processes, such as merit increases and bonuses
● Identifying and acting on high-performers for strategic moves and development
Workforce Planning Retention & Succession Planning Retention & Succession Planning is the process of identifying key drivers of employee attrition, developing strategies to retain critical talent, and ensuring long-term business continuity by planning successors for key roles. It facilitates the management of workforce changes and mitigates disruption caused by attrition against capacity and competency needs.

Planning activities include:
● Planning retention strategies and succession for critical roles and capabilities
● Analyzing attrition risk in real-time by various segments (e.g., BU, job family, geography)
● Identifying key drivers to reduce attrition and ensure long-term business continuity
● Leveraging talent mapping to proactively plan strategic internal moves and foster cross-entity mobility
Sales Operations Go to Market Design Go to Market Design is the process of defining the sales coverage model and designing the GTM organization, including the splits of departments, teams, and customer base by geos, regions, business segmentation, and verticalization. It facilitates the strategic alignment of the sales organization's architecture with overall business goals.
Sales Operations Sales Capacity Planning Sales Capacity Planning is the process of defining seller contribution to targets and checking against allocated quota. It facilitates the understanding of the supply of workforce necessary to achieve revenue goals and other targets.

Planning activities include:
● Bottom-up: capacity of current field team based on various assumptions (ramp up, productivity, etc.)
● Bottom-up: adding new field individuals to increase revenue generated
● Bottom-up: automatically generate supporting headcount based on given ratios
● Top-down: cascade targets based on predetermined allocation
● Reconcile top-down and bottom-up figures
● Integrate source systems
Sales Operations Territory & Quota Planning Territory & Quota Planning is the process of allocating targets for the GTM function and translating them into individual quotas, while also adjusting account assignments and assigning reps to territories. It facilitates the alignment of individual quotas with market potential, ensuring a fair and equitable distribution of accounts based on factors like experience and geography.

Planning activities include:
● Allocating targets to teams and individuals based on a variety of factors and criteria
● Reporting on performance against assigned quotas
● Adjusting account assignments and assigning reps to territories based on seller experience, segmentation, and geographic region
● Connecting to data sources containing sales performance data
● Feeding into downstream use cases such as Incentive Compensation, Workforce Planning, and Recruiting & Finance Reconciliation
Sales Operations Sales Pipeline Forecasting Sales Pipeline Forecasting is the process of estimating expected sales revenue within a specific time frame (e.g., quarterly, monthly, or yearly). It facilitates the prediction of future sales outcomes by analyzing pipeline data, conversion assumptions, economic conditions, consumer trends, past purchases, and competitors.

Planning activities include:
● Seeing high-level sales forecast numbers, including performance against targets
● Understanding performance and forecasts on an individual, team and company-wide basis
● Aggregating and assessing each level of the organization
● Allowing for bottom-up input by the sales team on their opportunities, and automating this where possible by connecting to other data sources
● Tailoring the experience and insights based on territory, needs, and team makeup
Incentive Compensation Management Incentive Compensation Management Incentive Compensation Management is the process of designing, calculating, and managing sales incentive plans to align with performance objectives. It facilitates real-time visibility into sales performance and ensures a salesperson’s pay is directly connected to their sales efforts, revenue generation, and overall success.

Planning activities include:
● Compensation Plan Creation: Designing and scenario testing compensation plans with various components, such as tiered structures and MBOs
● Crediting: Defining complex rules to attribute credit for a single transaction to multiple individuals across the organizational hierarchy
● Compensation Calculations: Calculating actual payouts to individuals based on quotas, comp plans, and calculated credits
● Commissions Accruals: Recognizing commissions as expenses or liabilities in accordance with accounting rules (e.g., GAAP ASC 606)
● Other Administration: Managing processes for dispute resolution, clawbacks, and draws/guarantees
Marketing Marketing Performance Management Marketing Performance Management is the process of tracking and evaluating the effectiveness of marketing initiatives against defined objectives and Key Performance Indicators (KPIs).It facilitates the optimization of marketing spend and strategy to maximize return on investment.

Planning activities include:
● Developing and tracking marketing Key Performance Indicators (KPIs) against strategic objectives
● Modeling marketing channel effectiveness and optimizing resource allocation across campaigns
● Forecasting marketing spend and measuring return on investment (ROI)
● Integrating data across CRM, marketing automation, and financial systems for comprehensive reporting
Demand Planning Revenue Growth Management Revenue Growth Management is the process of modeling the dynamic impact of pricing strategies, promotions, and various commercial initiatives on customer demand. It facilitates the optimization of revenue by ensuring strategic alignment between commercial actions and market response.

Planning activities include:
● Modeling price elasticity and optimizing list and net price realization
● Analyzing the financial impact of promotional activities and trade spend effectiveness
● Developing "what-if" scenarios for commercial policy changes (e.g., discounting, volume tiers)
● Aligning pricing and promotion strategies with overall demand and revenue forecasts
Demand Planning Baseline Demand Forecasting Baseline Demand Forecasting is the process of estimating future customer demand over defined time horizons using advanced statistical models and relevant business inputs. It provides a foundational prediction of consumer needs, excluding the impact of promotions or other commercial interventions.

Planning activities include:
● Establishing foundational baseline demand using advanced statistical models and modeling complex seasonality patterns
● Incorporating manual overrides to integrate commercial market intelligence and consensus inputs
● Managing diverse product and location hierarchies across short- to mid-term forecasting horizons
● Tracking snapshots and accuracy metrics to drive performance-driven adaptations and cross-functional alignment
Demand Planning New Product Innovation New Product Innovation is the process of planning and forecasting customer demand specifically for new product launches and managing the transition throughout the product lifecycle. It facilitates effective inventory and production planning for novel offerings.

Planning activities include:
● Forecasting customer demand for new product launches and managing the transition through the product lifecycle
● Managing annual innovation projects, including multiple forecast cycles and SKU-level planning
● Modeling demand using early signals, historical analogs, and machine learning to improve forecast agility and accuracy
● Developing a comprehensive sourcing matrix to outline production, receiving, and distribution logistics
● Enabling scenario testing and modeling to assess a range of potential launch outcomes and their impact on inventory and supply
● Integrating bottler-level data and demand signals to reduce the risk of misaligned launches and inventory waste
Exec S&OP Demand & Supply Reconciliation Demand & Supply Reconciliation is the process of aligning aggregated demand requirements with available supply capacity to assess business feasibility at the enterprise level. It facilitates the identification of critical gaps and constraints requiring executive action to balance market opportunities with operational realities.

Planning activities include:
● Aggregating demand signals across all business units to establish a unified enterprise-wide requirement
● Evaluating production and sourcing capacity against demand to identify potential shortfalls or surpluses
● Facilitating consensus meetings to reconcile differences between sales forecasts and supply chain capabilities
● Developing action plans for executive review to address significant supply-demand imbalances
Exec S&OP Scenario-based decision-making Scenario-based Decision-making is the process of evaluating and comparing alternative business scenarios, assessing financial and operational trade-offs to support executive-level strategic decisions. It facilitates agile planning and resilience against market volatility by modeling the impacts of various internal and external variables.

Planning activities include:
● Modeling "what-if" scenarios to visualize the impact of market shifts or strategic pivots
● Analyzing financial trade-offs between different investment strategies and operational paths
● Assessing the risk and return profiles of multiple potential business outcomes
● Providing data-driven recommendations to leadership for optimized resource allocation
Exec S&OP Cross Functional Alignment & Governance Cross Functional Alignment & Governance is the process of establishing a formal structure for governing the Sales and Operations Planning (S&OP) cycle, including executive reviews, approvals, and assigning cross-functional accountability. It ensures a cohesive and disciplined strategic planning rhythm that synchronizes departments toward common goals.

Planning activities include:
● Defining and maintaining the standard S&OP calendar and process milestones
● Establishing clear roles, responsibilities, and decision rights across Finance, Sales, and Supply Chain
● Conducting formal executive review meetings to validate and sign off on integrated plans
● Monitoring process adherence and planning accuracy metrics to drive continuous improvement
Retail Planning Merchandise Planning Merchandise Planning is the process of establishing sales, gross margin, and inventory targets across detailed merchandise hierarchies and seasonal timelines. It facilitates financial and operational alignment for product portfolio management, ensuring that inventory investments match anticipated market demand.

Planning activities include:
● Developing top-down financial targets for sales, margin, and sell-through rates
● Creating seasonal open-to-buy plans to control inventory procurement and cash flow
● Modeling product lifecycle curves to plan effective entrance and exit strategies
● Analyzing historical category performance to inform future merchandise mix decisions
Retail Planning Assortment Planning Assortment Planning is the process of strategically defining the specific mix of products to be offered by store location, sales channel, or customer cluster over a defined season or product lifecycle. It facilitates optimal product distribution and space management to maximize customer satisfaction and profitability.

Planning activities include:
● Defining product breadth and depth by store tier, location, or digital channel
● Mapping specific SKUs to regional clusters based on localized demand signals
● Optimizing store shelf-space allocation and visual merchandising plans
● Collaborating with buying teams to align assortment with available merchandise budgets
Supply Planning Demand–supply balancing Demand-supply balancing is the process of matching finalized demand requirements with current available supply to proactively identify critical gaps and supply chain constraints. It facilitates timely operational adjustments to meet customer needs while maintaining cost-effective production levels.

Planning activities include:
● Identifying short-term supply shortages and prioritizing orders based on customer value
● Optimizing production schedules to mitigate the impact of material or labor constraints
● Executing inventory transfers between locations to address regional demand spikes
● Monitoring real-time inventory levels against target service rates
Supply Planning Inventory Planning Inventory Planning is the process of defining optimal inventory levels, policies, and targets across all storage locations and time periods. It facilitates working capital management and ensures product availability while minimizing holding costs and the risk of obsolescence.

Planning activities include:
● Setting safety stock levels and reorder points based on lead times and demand variability
● Developing strategies for seasonal inventory builds and markdown cycles
● Analyzing inventory health through metrics like days of supply and turn rates
● Collaborating with supply chain partners to optimize lead times and order quantities
Supply Planning Production & Distribution Planning Production & Distribution Planning is the process of planning manufacturing schedules, material flows, and logistical distribution activities to efficiently meet forecasted demand. It facilitates resource optimization and timely delivery to market by synchronizing manufacturing with supply chain logistics.

Planning activities include:
● Developing master production schedules to optimize factory utilization and labor
● Planning material requirements to ensure timely availability of components and raw materials
● Designing distribution plans to manage the flow of finished goods to warehouses and customers
● Balancing production costs against transportation and storage constraints
Resource Planning Project Staffing Project Staffing is the process of allocating human resources to specific projects based on skill requirements, capacity availability, and project timelines. It facilitates efficient deployment of talent to ensure timely and successful project execution while maximizing workforce utilization.

Planning activities include:
● Mapping employee skills and competencies to project-specific requirements
● Forecasting resource demand across the project portfolio to identify hiring or training needs
● Managing bench capacity and identifying high-priority resource gaps
● Optimizing billable utilization rates by aligning talent with strategic engagements