Perform business analysis

I have to send the business analysis pack for Q2 to the planning committee and to Greg in operations for feedback by Thursday. Confirm the revenue reconciles to the ledger, the headcount changes are explained, the key assumptions are listed, and that the executive summary contains the top three risks and recommended next steps before I circulate.

Before I hand this analysis to the execs, make it easy to act on: put the projected cash impact of each recommendation at the top, make the sensitivity of the headline metric findable in one table, flag any data sourced from provisional reports, and call out where additional modelling would change the recommendation.

The CEO wants a go/no-go on the pilot based on a single ROI number, but marketing won't provide conversion rates and IT can't confirm deployment costs. I'm worried the ROI will be meaningless. What's the likely way leadership will interpret a partial number, what is the best immediate fallback metric to provide, and how should I present the caveats so Greg doesn't get blamed for an optimistic recommendation?

We keep doing ad-hoc deep dives into the same demand and cost assumptions every quarter, which eats analyst time and frustrates operations. Where are we losing credibility and efficiency, and which two durable changes to our modelling cadence or ownership of assumptions will stop these recurring crises?