£595k of synthetic realisable value is predominantly redeployed capacity, not automatic headcount saving.
Most capacity should be redeployed into growth and service before any structural decision.
£595k of synthetic realisable value is predominantly redeployed capacity, not automatic headcount saving.
Sales and Service have material AI-addressable administration. Finance has constrained control capacity that should be augmented. Marketing content opportunity is blocked by insufficient evidence.
Conflating capacity with savings creates an unsafe and unreliable business case.
business-case-base, assurance-marketing-content, pilot-sales-01
Open evidence & provenance →Use growth absorption, redeployment, natural attrition and recruitment avoidance as primary realisation paths.
Gross opportunity £2,210,000; cashable saving requires actual Finance validation.
Potential capacity release does not equal redundancy; structural change is only considered where independently supported.
80% — financial assumptions and adoption sensitivity remain visible.
Open Decision Assurance →Delay financial realisation claims and measure capacity / customer outcomes first.
Agree capacity deployment plan · Set finance validation criteria · Track realised value