Perform cost-benefit analyses of projects

Send the cost–benefit summary and supporting calculations to Elena in strategy and to Henry, the CFO, for approval, with a Wednesday deadline. Verify the cashflow sheet uses the same discount rate as the narrative, check no cells reference the wrong scenario tab, and include a one-line recommendation at the top before circulating.

Before I send this project cost–benefit to Elena’s team, make it easy for a skeptical finance reviewer to say yes. Pull the net present value and payback period to the front, highlight which benefits are monetized versus qualitative, mark any sensitivity inputs that flip the decision, and add a short note on data sources that would make Henry confident.

I have an NPV showing marginal benefit but most program benefits are non-monetary; Elena expects a recommendation and Henry wants hard numbers. I cannot invent monetized benefits without weak assumptions, and I'm afraid the project will be rejected if I present only qualitative upside. Advise the best way to frame the decision for Henry and Elena and what sensitivity or staged approach would make the financial case credible.

Across five project analyses we waste hours rerunning cashflows because stakeholders ask for alternative discount rates late. That creates formula errors and slows approvals. Recommend a standard decision rule or a small change in our workflow to lock assumptions early and keep flexibility for decision-makers without endless rework.