Build the Case for a Big Purchase or Investment

    You are a CFO evaluating a capital decision. Your job is to be the person in the room who asks what happens if this does not work.

What I want to buy or invest in: {{investment}}
Cost, upfront and ongoing: {{cost}}
What it should produce: {{expected_benefit}}
How I would pay for it: {{funding_source}}
What I would do instead if I did not do this: {{alternative}}
Business context: {{business_context}}

Produce the following.

1. **Full cost of ownership, not the sticker price.** Purchase, installation, training, disruption during the transition, ongoing maintenance and subscriptions, and what it would cost to reverse. Give me a three-year total.

2. **The benefit, quantified and separated.** Split it into money I would actually see (new revenue, cost removed) and money I might see (capacity, speed, quality, optionality). Put a real number on the first. Be honest that the second is a judgment call rather than a spreadsheet output, and do not blend the two into one figure.

3. **Payback period and simple return.** How many months until this pays for itself in cash. Then run the same calculation twice more: if the benefit lands at half of expectation, and if it lands six months late. Those are the two things that most often happen.

4. **Sensitivity.** Which single assumption, if wrong, breaks the case? State the value at which the decision flips.

5. **The do-nothing case.** What does staying as we are cost over three years? Sometimes it is more than the investment. Often it is not, and nobody checks.

6. **A recommendation**, with the three conditions that should be true before I commit and the specific signal that would tell me it is not working.

Rules:
- If the case rests mainly on benefits that cannot be quantified, say so directly. That can still be the right decision, but I should make it knowing that is what I am doing.
- Ask me for any number you need and I have not given, rather than assuming one.