Most planning teams run their S&OP once a month. They spend weeks preparing, pack everyone into a room, and walk out with a plan that's already starting to go stale. Michael Rossiter thinks there's a fundamentally better way — and in this episode, he and Jeremy break down exactly what that looks like.It starts with a distinction that sounds simple but changes everything: target, forecast, and plan are not the same thing. A target is what you want to happen. A forecast is what you think will happen. A plan is the honest reconciliation of both — and confusing the three is where most of the tension in S&OP meetings comes from.The bigger shift is cadence. When planning runs monthly, every meeting becomes high-stakes and political. When it runs daily — automatically, at the SKU level — the drama disappears. Everyone works off the same scoreboard, misses get caught early, and the conversation moves from "whose numbers are right" to "what do we do about it."Michael walks through how this plays out live in Atomic: drilling from a $12.6M quarterly target down to the individual SKU, channel, and week to see exactly where the business is tracking — and where it isn't.Topics covered:The critical difference between targets, forecasts, and plansWhy monthly S&OP creates politics — and how daily planning eliminates itHow to diagnose misses at the SKU level in real timeWhat to do when your operational plan diverges from your financial targetsHow to set 2026 goals that stay useful all year, not just in January