BUSINESS VALUE, IN PLAIN ENGLISH

Make the numbers
make sense.

Turn an AI use case into a business case you can explain. See what saves time, what changes spending, and what you still need to prove.

Build your business case

No signup. No case storage. Your assumptions stay visible.

YOUR BUSINESS CASE

Start with the work.

You are viewing a synthetic example. These inputs are not benchmarks. Replace them with your own evidence.

The work that changes

People in scope Hours saved per active person, each weekBefore review and rework. Use a negative value if work increases. Working weeks per year Full labor cost per hourSalary plus employer costs. This is not an avoidable cash cost. Currency Time period

The cost and cash decision

One-time setup costInclude integration and training. All operating costs per monthInclude software, AI usage, and support. Count review effort only once. Are all costs included? Cash benefit basis

Spending that could change each monthThe estimate cannot exceed this limit.Which budget can change?Type of change

Make the assumptions visible.

These cases are possibilities, not probabilities. Change them to reflect your evidence.

Scenario assumptions
Scenario	Active adoption % of eligible people	Usable saved time % left after review	Cash conversion % of capacity equivalent
Low
Base
High

Timing and evidence

Months to reach the adoption above0 means immediate. Otherwise adoption rises in equal steps from month 1.Time-saved evidenceAdoption evidenceCost evidence

Extra revenue, cash release, and discounting

Optional. These apply to every scenario. Keep each benefit separate. Never count the same hours twice.

Extra revenue per monthRevenue is not profit. Only the margin counts.Contribution margin %Share of extra revenue left after added variable costs.Share of saved time used for that output %0 if the revenue does not need saved time. Plus cash conversion must stay at or below 100%.Revenue evidenceOne-time cash releaseFor example, cash freed by holding less inventory or collecting invoices sooner.Month the cash is releasedCash release sourceCash release evidenceBuyer's annual discount rate %Their cost of capital. Adds net present value. Leave blank if unknown.

Only the numeric model and fixed labels are sent to the calculator.
No company name or deal details are needed.

LEARN AS YOU SELL

Finance, without the fog.

One useful distinction at a time.

00 / THEIR SCOREBOARD

Start with the buyer's numbers.

Executives track revenue growth, profitability, and asset use. A Lever Value shows what a 1% move is worth at their scale.

Try it

Open the account snapshot. Then ask, “What is your goal for this measure this year?”

01 / CAPACITY

Hours are not dollars.

Saved hours let a team do more work. Cash savings need a change in spending. Name the budget action before claiming savings.

Try explaining it

“We free 100 hours. The team still gets paid. Which paid work or expense can those hours replace?”

02 / RETURN

What is left after cost?

Return on investment compares net benefit with cost. A 20% ROI means 20 cents of net benefit per dollar spent.

See the formula

ROI = (cash benefits − costs) ÷ costs. Use the same time period for both. ROI does not account for when cash arrives.

03 / PAYBACK

When do we recover the cost?

Payback tracks cash over time. Rollout delays and ongoing costs can push it out. Some projects never pay back.

Ask the buyer

“When will spending actually fall? How long can you wait to recover the initial outlay?”

Make the numbers
make sense.

Start with the work.

The work that changes

The cost and cash decision

Make the assumptions visible.

Here is what the numbers say.

What needs to be true?

Finance, without the fog.

Start with the buyer's numbers.

Hours are not dollars.

What is left after cost?

When do we recover the cost?

Make the numbersmake sense.

Start with the work.

The work that changes

The cost and cash decision

Make the assumptions visible.

Here is what the numbers say.

What needs to be true?

Finance, without the fog.

Start with the buyer's numbers.

Hours are not dollars.

What is left after cost?

When do we recover the cost?

Make the numbers
make sense.