How to Connect your Business Case to a Strategic Initiative the Buyer Already Has.
You have a solid ROI model but the deal is still not moving. The numbers look fine but leadership does not feel urgency.
Finance approves budgets. Senior leaders release them. A leader will move faster on a project that visibly supports something they are already accountable for - a margin target, a digital transformation programme, a customer retention goal - than on a standalone cost-saving exercise. Tying your case to an initiative they already own turns your project from 'nice to have' into 'part of the plan'.
Where it goes wrong
The ROI is real but the deal sits in a queue. There is no compelling reason to act now rather than next quarter. The champion cannot create urgency because the project does not connect to anything the leadership team is actively tracking.
What you'll be able to do
The AE can identify the buyer's live strategic priorities and reframe the business case so it reads as a contribution to those priorities, not a separate line item.
How to do it
In discovery or an executive meeting, ask
In discovery or an executive meeting, ask: 'What are the two or three things leadership is most focused on this year?' Listen for the language they use - operating margin, self-service, headcount efficiency, retention - and use those exact words in your case.
Look at public sources before the meeting - earnings
Look at public sources before the meeting - earnings calls, annual reports, press releases. Companies often name their strategic priorities explicitly. Bring one back into the conversation: 'You mentioned the shift to self-service in your last earnings call - is that something this project would support?'
In the business case document, add a single line
In the business case document, add a single line under the executive summary: 'This project supports [strategic initiative] by [specific mechanism].' Keep it short. The link just needs to be visible.
If the buyer has OKRs or a scorecard, ask
If the buyer has OKRs or a scorecard, ask which metric this project would move. Then put that metric on the slide, not just your ROI calculation.
When urgency is missing, connect the cost of delay
When urgency is missing, connect the cost of delay to the strategic timeline: 'If the goal is to hit [target] by Q3, when does this need to be live to contribute?'
See the difference
The business case shows $180k annual saving on a $45k investment. The CFO says 'Looks reasonable, let's revisit in the next budget cycle.' No urgency. Deal pushed six months.
The AE noticed the company had announced a 'reduce cost per hire by 20% in 18 months' target in a recent all-hands. The business case opens: 'This project directly supports the cost-per-hire reduction target by cutting time-to-screen by an estimated 40%. At current hiring volume, that is roughly $180k per year.' The CFO asks when it can go live. The champion has the implementation timeline ready.
The AE can identify the buyer's live strategic priorities and reframe the business case so it reads as a contribution to those priorities, not a separate line i
How you'll know it's working
You have got it when a senior buyer says 'yes, this fits directly into what we are trying to do' without you having to explain the connection.
Questions people ask
How do you connect your business case to a strategic initiative the buyer already has?
Finance approves budgets. Senior leaders release them. The AE can identify the buyer's live strategic priorities and reframe the business case so it reads as a contribution to those priorities, not a separate line item.
What is the most common mistake to avoid?
The ROI is real but the deal sits in a queue. There is no compelling reason to act now rather than next quarter.
Hire with Assessment.
£7-10k flat fee. The methodology, delivered.
See Hire with Assessment