Stop Presenting Spreadsheets. Start Telling Stories That Get Funded.

You have the numbers. Turn them into the few paragraphs a CFO, CEO, COO or board will actually read—with the proof points to cite and advice on how to deliver it.

What You'll Get

A three-paragraph narrative written for a CFO, CEO, COO or board audience
The three pieces of evidence to have ready—for a CFO, your baseline data, improvement rates and timeline assumptions; for a board, the financial model, risk analysis and implementation plan
Four delivery tips for that audience, such as leading with payback for a CFO or framing FTE impact as capacity for a COO
Copy-ready text in US dollars, pounds sterling or euros that you can paste into a deck or an email

Who This Is For

Value engineers, AEs and solution consultants who have already built the business case and now need to explain it to an executive who will not open the model.

Each audience gets its own template: payback and input sourcing for finance, strategic impact for the CEO, capacity and cycle time for operations, governance and risk for the board. The narrative only says finance has reviewed the case, or that sensitivity analysis has been run, when you tell it so.

Value MetricsStep 1

Value DriversStep 2

Target PersonaStep 3

Step 1 of 3

Value Metrics

Enter the key outputs from your business case, and where it stands with finance.

Currency

Total Annual Value ($)

Payback Period

Implementation Timeline

Confidence Level

Finance Review

Sensitivity Analysis

Generate Your Narrative

Enter your details to start building your executive story.

How the narrative generator works

This tool is for the end of a business case, not the start. It assumes the value model already exists and translates its headline outputs into language for the one executive who has to approve the spend.

What it asks

Value metrics — total annual value and its currency (US dollar, pound sterling or euro), payback period (from under three months to over 24 months), implementation timeline, and how confident you are in the inputs: client-validated, a mix of validated and estimated, or deliberately conservative.
Review status — whether finance has reviewed or approved the case, and whether sensitivity analysis has been run. Both start as “not yet”, and the narrative says so until you change them.
Value drivers — the primary sources of value in your case, chosen from FTE capacity, cost reduction, cycle time, error reduction, compliance, throughput, cash flow and revenue.
Target persona — CFO or finance, CEO or executive, COO or operations, or board and investors.

What you get

A short narrative built from your inputs, the three pieces of evidence to have ready and four delivery tips. The framing changes with the audience: the CFO version leads with annual value and payback and describes how the inputs were sourced, the COO version talks about capacity that can be redeployed, and the board version opens with the approval being sought. Every version closes by stating the finance review and sensitivity analysis status you entered.

How to act on the result

Check every sentence against your model before you use it. The tool does not analyse your model: the value, payback and timeline are repeated from your inputs, and the narrative only says finance has reviewed or approved the case, or that sensitivity analysis has been run, if you told it so. If either is still outstanding, the narrative says that too—and it is worth closing the gap before the meeting. The ROI Defensibility Checker is a quick way to find what still needs work.

Deciding which drivers belong in the case comes before this step—the Value Driver Prioritization tool ranks them for a specific deal. For how to phrase value claims as ranges rather than promises when you deliver the narrative, read Selling with Value Without Losing Credibility.