THE WORKBENCH
Useful numbers.
Visible assumptions.
These tools calculate in your browser. Calculator entries are not sent or saved by these tools. Your browser may retain form entries. Use one currency consistently for cost inputs.
01 / THE BUSINESS CASE
ROI & payback scenario
Test a simple cash scenario before making a commitment. Use one currency throughout. Monthly costs begin immediately; benefits begin after the delay you enter.
Method, assumptions and limits
Cash benefits = monthly cash benefit × max(0, comparison months − delay). Total cost = upfront cost + monthly ongoing cost × comparison months. Net benefit = cash benefits − total cost. Simple ROI = net benefit ÷ total cost × 100; undefined when total cost is zero. Payback is the first month where accumulated benefits cover upfront and accumulated ongoing costs, within the chosen period.
This is an undiscounted scenario, not a forecast or investment recommendation. It excludes tax, financing, inflation, discounting and benefits after the comparison period. Use incremental contribution profit rather than sales revenue. Released staff time is capacity, not a cash saving unless spending actually changes. Validate assumptions and test a lower-benefit case before deciding.
02 / TEAM TIME
Meeting cost estimator
Estimate the labor cost of a recurring meeting. This values time; it does not measure the meeting’s benefit.
Method and limits
Cost per meeting = people × minutes ÷ 60 × average hourly cost. Monthly cost multiplies this by meetings per month. Use a weighted average if attendee costs differ. Preparation, travel, and opportunity costs are excluded. A month is the frequency you enter, not an assumed four-week period.
03 / REPEATED WORK
Rework effort estimator
See how much time a recurring correction consumes in one reporting period.
Method and limits
Hours = events × average minutes ÷ 60. Labor cost = hours × hourly cost. Potential time released = hours × reduction ÷ 100. This is a hypothetical scenario, not a guaranteed saving. Implementation cost, materials, and customer impact are excluded. Time released does not necessarily reduce cash spending.
04 / BUYING DECISIONS
Two-supplier scorecard
First verify mandatory requirements separately. Then compare preferences using 1–5 scores, where 5 is best. Weights must total 100.
Method and limits
Weighted score = sum of (weight × score) ÷ 100, reported out of 5. A higher result is only a higher score under your assumptions, not an automatic recommendation. Confirm evidence, resolve unknowns, and test whether small weight changes reverse the ranking. For cost, define a consistent rubric where lower total cost earns a higher score.