> ## Documentation Index
> Fetch the complete documentation index at: https://irisdocs.prescientlabs.ai/llms.txt
> Use this file to discover all available pages before exploring further.

# Building the Business Case

> Translate diagnostic findings into transparent commercial assumptions that help the client decide whether to invest.

A business case is not a promise. It is a structured explanation of **what value may be created, what it costs, what assumptions drive the result and what must be true for the value to be realised**.

## Common value levers

* labour capacity released;
* avoided hiring;
* reduced cycle time;
* reduced error and rework;
* lower cost to serve;
* increased throughput;
* improved conversion;
* improved collections or cash flow;
* reduced operational or compliance risk.

## Build from evidence

For each value claim, record:

1. current volume;
2. current effort or loss;
3. expected change;
4. adoption assumption;
5. financial conversion;
6. implementation cost;
7. ongoing cost;
8. confidence level.

## Use scenarios

Create:

* **conservative** — lower adoption or benefit;
* **base** — most defensible planning case;
* **upside** — plausible but not guaranteed.

This is more credible than presenting one precise number as certain.

## Avoid common overclaims

* One hour saved does not automatically equal one hour of salary removed.
* Capacity only creates value if it is redeployed, avoids hiring, improves throughput or supports another measurable outcome.
* Revenue uplift requires a causal mechanism, not optimism.
* Benefits can overlap; avoid double counting.

## What good looks like

A CFO should be able to see the assumptions, challenge them and understand which ones matter most.

## What to do next

Continue to **ROI Fundamentals** and use the business-case template for live opportunities.