Does this transformation pay, and how sure is the case?

Gross modeled benefit before attribution and realization. These four do not sum to the headline.

Three axes, and the badge shows the weakest, bound by evidence and realization. Evidence rates how bookable the inputs are, as the weaker of the cost stream (Directional) and the benefit stream (Directional). Realization rates whether the modeled savings can be booked at all, from the capacity action committed. Completeness rates whether the case that ran is the case entered. No axis certifies that the organization can deliver the targets; the Transformation Readiness tool assesses that. Whether the case pays is reported below and does not move the grade: a well evidenced case that does not return is a confident negative answer.

This case releases 47,990 agent hours a year, worth $1.22M of labor-equivalent capacity after attribution. Freed time becomes money only when somebody acts on it. No capacity action has been committed, so none of it converts, and the whole $1.22M stays outside the cash case. Choosing an action is a management decision, and it is the single largest lever on this page. $32K of avoided recruiting spend is cash-releasing: a hire not made is money not spent. Trainee wages count as capacity. Had the incumbent stayed you would have paid a wage anyway, so what the program avoids is the production lost while a new hire ramps up.

At full run-rate, monthly savings of $2,654 do not exceed the $27,000 monthly platform cost, so this case does not break even at any horizon, inside three years or after. Revisit platform cost, targets or stance before presenting.

Repeat-contact volume was not supplied, so FCR is being used as a proxy. Annual volume already contains repeats, so the model derives a repeat population of 267,750 contacts from your 72% FCR, assuming one repeat per unresolved issue, then removes 29% of it. Supplying measured same-reason repeat volume replaces that assumption with a measurement.

Deflected and repeat-avoided contacts are valued at the marginal cost of $2.96 each, the labor inside one contact. The fully loaded $7.00 is shown for context only. The TCO Calculator uses the same valuation, so the two tools agree on the value of a contact. That agreement is a shared definition. Whether the capacity releases cash depends entirely on the realization action.

43% of your case rests on self-service containment. Deflection is the assumption most often wrong after go-live, so this is where a pilot result changes the conclusion most.

Two separate adjustments run on this case. The expected stance takes $230K off gross savings for attribution, asking how much of the improvement this intervention actually causes. Realization then takes a further $1.22M off freed labor, asking what converts capacity into money. The realization figure is that large only because no action has been chosen yet, and that is an open decision. Choose the action you can commit to before comparing gross $1.48M against realizable $32K.

Case confidence reads Directional, the weakest of three axes: evidence Directional, realization Directional and completeness Finance-grade, bound by evidence and realization, with no open items on the cost inputs. 1 item limits an axis without being a costing defect. They are counted separately, so a problem in the derivation never reads as a problem in bookability. 1 finding is reported on the return itself, and it does not move the grade: a well evidenced case that does not pay is a confident negative answer. No axis rates whether the organization can deliver the targets. The Transformation Readiness tool answers that question.