Let discovery replace the assumed economics
Begin with the source-backed operating condition and a neutral question. Ask for a recent example and the actual consequence. Identify who can validate frequency, effort, cost or risk. Then compare the proposed scope with the current alternative and the effort required to adopt it.
Build the case around the committee's decision, not a generic savings slide. Engineering may need feasibility, operations may need continuity and finance may need contribution or cash implications. Keep each concern and input owner visible. A useful business case can also reveal that the change is not worthwhile.
| Decision | Evidence to use | What changes next |
|---|---|---|
| Context to problem | Public fact followed by buyer-confirmed workflow | Replace the research hypothesis with actual evidence |
| Problem to consequence | Buyer-supported frequency, impact and confidence | Create a transparent input model |
| Consequence to decision | Evaluation criteria, adoption cost and approval roles | Determine whether a change is justified |
Work through the decision
Illustrative case: research suggests access complexity. Discovery confirms 40 monthly exceptions taking 15 minutes each. The model shows 10 hours of work, then tests an assumed reduction and integration effort. The buyer validates the inputs and explains whether freed capacity matters.
Do not convert the workload estimate into guaranteed cash savings. Add maintenance, training and implementation costs. Ask the committee what evidence would justify proceeding or stopping. That creates a decision aid rather than a vendor-authored ROI conclusion.
The seller writes the buyer's conclusion for them
A polished business case can still be a pitch if the buyer has not validated the inputs or decision criteria. Invite corrections and include a conservative case. If the purchase is not justified, document that outcome rather than hide it behind an optimistic assumption.
A concrete next step
Build a one-page case with current workflow, consequence, proposed change, costs, validators and proceed/stop criteria. Ask the buyer to correct it before treating it as support for a proposal.
Sources and research notes
- Bessemer: 10 laws of cloudInvestor operating guidance
- GitLab Command PlanCompany operating handbook
Primary sources reviewed October 6, 2026. The operating recommendations and worked scenarios are Daavid’s analysis. Illustrative numbers are assumptions, not measured client results. Company marks identify sources and prior experience; they do not imply a customer relationship or endorsement.
Schematic