Portfolio / Expertise / Business Case Development
Business Case Development
Every decision should be backed by a model, not a hunch. I build business cases that answer what it costs, what it returns, and when — the same approach that shaped capital allocation at a tier-1 hospital.
The Workflow — How I Approach It
Define the decision and options
State the question and the real alternatives — including doing nothing.
Quantify the costs
Capital, operating, and hidden costs — modeled, not guessed.
Quantify the benefits and timing
What improves, by how much, and when it arrives — payback matters.
Model scenarios and sensitivities
Show base, downside, and upside — and what breaks the case.
Stress-test the assumptions
Challenge the inputs before the board does — credibility is built here.
Present the recommendation with the ask
End in a clear recommendation and the decision you need — not a data dump.
My Operating View — The 2 Cents
A business case is a promise with math. My 2 cents: show the downside scenario — a case with only one scenario is a sales pitch, not an analysis. Leadership makes capital decisions on the case they can break, not the one that can’t.
What Worked & What Didn’t
What Worked
- Cases that shaped real capital-allocation decisions.
- Scenario models — leadership saw the downside before signing.
What Didn’t
- Single-scenario optimism — the case died at the first stress test.
- Cost without benefit — a budget request, not a business case.