$65M+ in fleet business cases signed off.
Engineering-justified fleet purchases that were stuck in procurement because the business case was too technical. Rebuilt it board-grade.
What happened
What was on fire: Operationally critical fleet purchases stuck in procurement. Engineering justified the need, but the business case wasn't landing with the executive committee.
What I did: Rebuilt the TCO modelling. Owned the executive pitch. Translated engineering rigor into board-grade narrative that made the trade-offs legible to non-technical stakeholders.
What shipped: 7 fleet acquisitions approved. A separate 19% TCO reduction delivered on a coal-miner site extension using the same modelling framework.
Why it matters for a newly-funded founder: Pitching capital allocation to a board is structurally the same problem as pitching the next round to investors. The skill is making the numbers sing without dumbing them down — which is exactly what the next-round narrative requires.
Facing something similar?
Thirty minutes, free. If the shape of your problem is close to this, the sprint is usually where we'd start.