Value engineering for sales leaders
A good business case should not depend on who had time to help — or leave when they do.
Your team learns why customers buy on every deal. Almost none of it survives the deal it was learned on. Serre turns that reasoning into a durable, source-grounded value model, and every business case is a projection of it.
No value engineer required. The guidance is in the product; a person approves what enters the library.
Why this is on your desk this year.
Finance involvement in software decisions rose from 31% to 46% (G2, 1,038 decision-makers, June 2026). Your team needs an argument the whole committee can examine.
G2 · 1,038 B2B software decision-makers · June 2026 ↗
Buyer self-report of finance involvement; no Serre outcome claim.
Where it actually goes today.
The reasoning behind the case is rebuilt per opportunity by whoever has time. It lives in one person's deck, disconnected from the evidence behind it, and it leaves when they do. Coverage is uneven, quality depends on who ran it, and no one can answer which claim you made, to whom, and whether it held up.
Your value logic, held as company knowledge.
Serre captures what your solution enables, the claims that follow, the conditions each claim depends on, the evidence behind it and the roles whose decisions it informs. Someone on your team reviews that knowledge before it enters your library. Reps then build buyer-specific cases from it, with visible assumptions, deterministic arithmetic and traceable sources. Approved cases are frozen exactly as the buyer saw them; the model behind them keeps improving as evidence arrives.
Anyone can generate a business case now. The question is whether your second case is better than your first, and whether your tenth is better than both.