Is It Time to Scrap the Budget?

Is It Time to Scrap the Budget?

When I was with many of you in October at the Reunion, many of you were in the beginning your budgeting process. Big plans and hard decisions were being made, but I know you all got there with time to spare. Well, now it’s January. The budget is barely dry. The tabs are color-coded. The math checks out.

So no—this isn’t a serious call to rip up the budget one month into the year.

But for founders of professional services firms, especially those inside Collective54, January is the right moment to ask a different question:

Is this budget designed to adapt—or to be defended?

Because one of the most consistent themes discussed inside Collective54 peer groups is this:
the budget is a planning tool, not a growth guarantee.

The Quiet Risk in Annual Budgets

Most services-firm budgets are built during a narrow window of time, based on assumptions that feel reasonable in December:

• The pipeline will convert at roughly the same rate
• The firm will scale, and founders will be replaced with more efficient resources
• New hires will ramp on schedule
• Marketing initiatives will compound
• Buyers will behave “normally”

What founders discover—often by Q2—is that Buyers don’t follow financial calendars. They follow uncertainty, urgency, and risk.

And when reality diverges from the plan, the danger isn’t the miss itself. The danger is treating the budget as a commitment rather than a hypothesis.

What The Buyer’s Way Reveals About Budgeting

In The Buyer’s Way, Buyers only move forward when fear is reduced and clarity increases. Ironically, budgets often create the opposite effect inside leadership teams. Viewed through that lens, budget resistance usually maps to four familiar fears, outlined in Chapter 2 of The Buyer’s Way:

• Fear of the Unknown – “What if reallocating spend makes things worse?”
• Fear of Lost Time – “We already invested months planning this.”
• Fear of Humiliation – “What does it say if we change course?”
• Fear of Dependence – “What if we double down on the wrong lever?”

The lesson from TheB’s Way applies internally as well as externally:

When fear, not evidence, governs decisions—progress slows. Budgets should reduce uncertainty, not institutionalize it.

Best Practices for Smart Budget Reallocation

Across high-performing services firms, a few patterns show up again and again:

1. Tie Spend to Buyer Progress

If an investment doesn’t measurably help Buyers move from uncertainty to commitment, it deserves scrutiny.

2. Separate “Run” from “Change” Money

Protect delivery and client experience at all costs. Be far more aggressive in reallocating experimental or growth spend.

3. Create an Explicit Reallocation Pool

Many seasoned founders intentionally leave a portion of the budget unassigned in January. This makes adaptation a planned behavior—not a crisis response.

4. Decide in Advance What Evidence Matters

In The Buyer’s Way, Buyers move when signals become clear. Apply the same discipline internally:

• What data triggers expansion?
• What data forces a pullback?
• Who owns the final call when evidence conflicts with the plan?

So… Is It Time to Scrap the Budget?

No.

But it is time to loosen your grip on it.

One of the recurring themes inside Collective54 is that the best-run firms don’t win by adhering to the plan—they win by adjusting faster than their peers without losing focus.

The budget should be a tool that enables judgment, not a constraint that replaces it.

January isn’t about scrapping the budget.
It’s about giving yourself permission to outgrow it—on purpose.