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THE TRUST CENTRE / FOR THE CFO

Your numbers.
Not our claim.

Nobody should promise you a return before they understand your work. So we will not. Put in your own figures, read the arithmetic line by line, and see whether the case pays back, when, and what it would take if it does not.

Your inputs

The scenario recalculates as you type.

The starting values are placeholders for your own figures, not typical results.

Your inputs, not our claim

Payback

Month 15

The first month your cumulative position reaches zero.

Hours released each month, at full use
130
Value of that time each month
£6,500
Net each month, at full use
£4,000
Position after 36 months
£87,750
Share of time needed to pay back in that period
12%

The payback path

Your cumulative position, month by month: the setup cost first, then each month’s value less its running cost.

Point at the chart, or focus it and use the arrow keys, to read any month.

Each month, at full use

Value released less running cost is the net that pays back the setup.

THE FORMULA

Every line of the arithmetic,
printed beside its result.

Nothing is rounded on the way in; only the figures you read are rounded. If a line looks wrong for your business, change the input or tell us why.

  1. Hours released each month= people × hours a week × share released × weeks in a year ÷ months in a year130 hours
  2. Value at full use= hours released each month × loaded cost of an hour£6,500
  3. Value in a month= value at full use × the share of people using it by then, rising evenly until everyone does£1,083 in the first month
  4. Net in a month= value in that month − running cost£4,000 at full use
  5. Position= − setup cost + every month’s net so far£87,750 at the end
  6. Payback= the first month the position reaches zero, within the months you look ahead; otherwise “Not reached”Month 15

WHAT THIS LEAVES OUT

A scenario is not a forecast.
Here is what it cannot see.

The arithmetic is deliberately simple so you can check it. That also means it leaves things out. Keep them in mind before this number reaches a board paper.

  • Capacity is not cash.Released time is worth money only when it is redeployed to work that matters or avoids a cost you would otherwise pay.
  • Your own time is a cost.The hours your people give to discovery, review and rollout are not in this scenario. Add them to the setup cost.
  • Running costs move.Model usage grows with use. Revisit the running cost after the pilot, with real usage behind it.
  • Some value is not counted.Faster answers, fewer errors and lower risk are real, but they are not in this arithmetic. Keep them separate rather than inflating the case.

How the inputs become measurements

  1. UnderstandWe map how the work runs today and where the time goes, so the hours in this scenario have a baseline behind them.
  2. ProveThe pilot is reviewed against the success criteria you agreed at the start, with the people doing the work.
  3. RefineRunning costs and released time are measured in use, and the case is updated before anything expands.
See every stage of our approach

ASK US DIRECTLY

Bring your own figures.
We will test them with you.

Commercial terms are agreed after discovery, when the scope is known. Until then, this is your scenario, and a better conversation than a price list.

Start a conversation sales@swfte.com