Value case · what it is worth to me

Your figures, your assumptions, every step visible.

A starting point for a conversation, not a quote. The model runs in your browser; nothing you enter is saved or sent.

How value is counted

Seven categories, each in its own unit. Money is added only where you supply a rate you can defend.

CostDo more with the same spend£ of spend

ResilienceFewer, shorter incidentsOutage hours

SpeedSay yes to the business fasterHours or days of lead time

ScaleGrowth without headcount growing at the same rateEngineer hours

ControlPass the audit without a fire drillHours to produce evidence

ContinuityThe person leaving is not a crisisWeeks to become effective

AI readinessUse AI safelyShare of questions answered correctly from the records

Five rules

1Money where possible, never mandatory. Every result is shown in its own unit first. Money appears only when a rate is set.
2Every rate is an assumption. Each one is shown with its value, where it came from and who should own it.
3Leading and lagging. Coverage and lead time move in the first quarter; incidents and money move later. Both are shown.
4Counted once. Each result belongs to one category. Contributors are listed, never added together.
5No total. There is no headline figure across categories. Adding them would count the same hour or pound twice.

The model

Fill in only what applies.

A card with no inputs stays empty; it is not set to zero.

Shared rates

Assumptions · clear a rate to hide money

Cost of an hour a member of staff cannot work

per hour

Illustrative. The figure agreed for the campus example. Replace with your own. Owner: finance.

Loaded cost of an engineer hour

per hour

Illustrative. A rough UK figure for a network engineer, including overheads. Replace with your own. Owner: finance.

Speed

New starters and moves

Moves, adds and changes per year needing a network change per year

Hours from request to working port today hours

Target hoursDefault: the campus target, illustrative hours

Not filled in. This card stays empty, not zero.

Resilience

Changes that cause incidents

Network changes per year per year

Share rolled back or causing an incident today %

Target shareDefault: the campus target, illustrative %

Average hours of disruption per failed change hours

Average number of people affected people

Not filled in. This card stays empty, not zero.

Resilience

Finding the cause

Incidents per year where the cause was found by hand per year

Minutes to identify the cause today minutes

Target minutesDefault: the campus target, illustrative minutes

Average number of people affected meanwhile people

Not filled in. This card stays empty, not zero.

Control

Audit evidence

Audits or evidence requests per year per year

Engineer hours to produce evidence for one, today hours

Target hoursDefault, illustrative hours

Not filled in. This card stays empty, not zero.

Continuity

New joiners

Engineers joining per year per year

Weeks until a new engineer changes production safely, today weeks

Target weeks weeks

Share of a senior engineer’s time spent explaining, per new joiner %

Not filled in. This card stays empty, not zero.

Scale

Routine change effort

Routine changes per year per year

Engineer hours per routine change today hours

Target hours hours

Expected growth in change volume over two years %

Not filled in. This card stays empty, not zero.

Cost

Capacity sized to measured use

Annual circuit and capacity spend £

Share of it sized without utilisation data %

Share of that you expect to right-size once measured %

Not filled in. This card stays empty, not zero.

AI readiness

Answers from the records

Share of the estate with a recorded reason today %

Target share %

Not filled in. This card stays empty, not zero.

These are your figures and our method, not a forecast. The useful output is the list of assumptions you could not fill in: that list is usually where an engagement starts.

Want to test it against one of your own designs? Get in touch