How to Put a Number on the Problem in Discovery.
You have uncovered a real pain in discovery and want to make sure it has enough weight to drive a decision
A problem without a number is easy to deprioritize. When a buyer says 'our reporting takes too long,' that can mean an hour a week or three days a month. The gap matters because it determines whether solving it is worth budget, time, and internal political capital. Helping the buyer quantify their own problem is one of the most valuable things you can do in a discovery meeting - it builds urgency without you pushing.
Where it goes wrong
If you leave discovery without any sense of scale, your follow-up proposal lands without context. The buyer has no internal story to tell, and the deal stalls at the first sign of friction.
What you'll be able to do
You can guide a buyer to put rough numbers on their problem during discovery, so both of you understand what is actually at stake and can build a business case together.
How to do it
After the buyer describes a pain, ask a volume
After the buyer describes a pain, ask a volume question: 'Roughly how often does that happen, and how many people are affected when it does?'
Then ask a cost question
Then ask a cost question: 'If you had to guess, how many hours or dollars a month are tied up in that?' You do not need precision - a rough order of magnitude is enough.
Then ask a metric question
Then ask a metric question: 'Which number on your dashboard would move the most if you solved this?' This connects the problem to something leadership already tracks.
If the buyer resists putting numbers on it, try
If the buyer resists putting numbers on it, try a softer version: 'If this got 20% better, what would that free up for you or your team?' A directional answer is still useful.
Do not do the math for them in the
Do not do the math for them in the meeting. Let them arrive at the number. Their number carries more weight internally than yours ever will.
See the difference
Rep: 'That sounds like a real pain point. We help a lot of companies with that.' Buyer nods. No number, no urgency, no internal story. The follow-up email says 'as discussed, we can help with reporting.'
Rep: 'How often does that reporting delay happen?' Buyer: 'Every week before the Monday meeting.' Rep: 'And how many people are waiting on it?' Buyer: 'Three managers, plus me.' Rep: 'If you had to guess, how many hours total does that cost the team each week?' Buyer: 'Probably four or five hours, honestly.' Rep: 'And if that time went back to the team, where would it go?' Buyer: 'Pipeline review, honestly. We never have enough time for that.' Now there is a real business case.
You can guide a buyer to put rough numbers on their problem during discovery, so both of you understand what is actually at stake and can build a business case
How you'll know it's working
You've got it when the buyer leaves the meeting able to explain the cost of their problem in their own numbers, without you having provided the figures.
Questions people ask
How do you put a number on the problem in discovery?
A problem without a number is easy to deprioritize. When a buyer says 'our reporting takes too long,' that can mean an hour a week or three days a month. You can guide a buyer to put rough numbers on their problem during discovery, so both of you understand what is actually at stake and can build a business case together.
What is the most common mistake to avoid?
If you leave discovery without any sense of scale, your follow-up proposal lands without context. The buyer has no internal story to tell, and the deal stalls at the first sign of friction.
Hire with Assessment.
£7-10k flat fee. The methodology, delivered.
See Hire with Assessment