Currency is a denomination only — no exchange rate is applied. Changing it loads a fresh fictional example in that currency.
What could PROVE TDI help you recover?
Illustrative scenario based on your assumptions · not verified savings
Valued time. Not a payroll cash saving unless spend actually falls.
Cash only if those advisory fees are genuinely not contracted.
Opportunity-cost scenario, not realised revenue.
Process costs · with and without
- Process cost difference (lower)
- €12,450
- + Delay opportunity value (separate)
- €10,000
- = Estimated net value
- €22,450
Process costs are internal time at your hourly rate plus external advisory; "with" includes the fee and other costs. Delay is excluded from both bars, so the bar difference alone is not the net value.
What changes? (illustrative mechanism)
- Evidence-led requirements agreed up front
- Fewer duplicated evaluations across teams or sites
- More targeted expert reviews instead of broad advisory scope
- Shorter decision delay, as you have modelled it
- Retained proof for later approvals and audits
Effects depend on your assumptions; not a measured PROVE TDI outcome.
If these assumptions hold, PROVE TDI may free 120 staff hours (capacity valued at €11,400), avoid €9,000 of advisory spend and reduce delay exposure by an estimated €10,000 of opportunity cost. After the modelled PROVE TDI fee and other costs of €7,950, the estimated economic value is €22,450. This is an illustrative scenario, not a verified cash saving.
Scenario evidence ledger
| Item | Value | Formula / basis | Assumption strength |
|---|---|---|---|
| Distinct decisions (n) | 1 | User input | Fact you can count |
| Sites | 1 | Context only — not multiplied | — |
| Programme hours (once) | 0 h, 0 h avoidable | Counted once | Estimate |
| Hours per decision | 320 h, 120 h avoidable | × n | Estimate |
| Staff cost per hour | €95 | Fully loaded | Moderate |
| Staff time value | €11,400 | (programme avoided + n × avoided/decision) × rate | Capacity value, not necessarily cash |
| Advisory avoided | €9,000 | n × €30,000 × 30% | Cash if contracts are not placed |
| Delay avoided | €10,000 | n × 4 wk × €2,500 | Weak–moderate; opportunity cost |
| Gross potential benefit | €30,400 | Staff + advisory + delay | Sum of the above |
| Fee | €4,950 | First Governed Decision | Illustrative, not a quote |
| Other costs | €3,000 | User input | Estimate |
| Net benefit | €22,450 | Gross − fee − other costs | Scenario |
| Scenario ROI | 282% | Net ÷ (fee + other costs) | Scenario |
| Break-even hours | 0 h/decision | Avoided hours per decision for net = 0, others fixed | Derived |
| Risk expected value | Not shown | n × exposure × (before − after) | Contingent; excluded from headline |
- Cash savings: money not spent (e.g. advisory not contracted). Marginal cost: what one more week or hour actually costs. Capacity: valued staff time that is freed but not removed from payroll.
- Sensitivity applies the realisation share to staff, advisory and delay savings only; fee and other costs stay fixed.
- All example figures are fictional and do not describe any real organisation, vendor or Prove TDI outcome.
What this model does not include
- — Taxes, depreciation and financing
- — Independent verification of any price
- — Value of the technology purchased
- — Realised (measured) ROI
- — Vendor win rate or sales conversion
- — Implementation constraints, change management and integration
- — Subscriptions not explicitly selected
- — Any guarantee, certification or eligibility decision