# Aegora CFO And ROI Brief

## Financial framing

Aegora should not be measured only as a new software line item.
It should also be measured by how much coordination-heavy IT and security spend it can reduce or optimize across the broader operating model.

## Relevant spend categories

Aegora can influence spend that is often spread across:

- software
- managed service providers
- industry analysts
- strategy consulting

## Practical benchmark range

Across many enterprises, IT spend often lands around 3% to 6% of revenue.
Aegora does not affect all of that spend equally.
It primarily influences the slice tied to:

- coordination overhead
- provider governance
- reporting effort
- operating path translation
- repeated advisory interpretation

## Practical optimization range

A pragmatic buyer-facing range is:

- initial phase: 10 to 30 basis points of revenue
- more complex outsourced or hybrid environments over time: 20 to 60 basis points

This should be presented as an optimization range, not a universal guarantee.

## Example translation

For a $1B revenue company:

- 10 bps = $1M
- 30 bps = $3M
- 60 bps = $6M

## Where the value comes from

Aegora is strongest where the organization already pays for:

- manual coordination
- fragmented approvals
- weak provider visibility
- repeated reporting
- repeated consulting discovery
- static analyst-to-operations translation

## What finance should ask

- Which service paths are currently coordination-heavy?
- Where are provider and internal delays hidden?
- What proof will show spend is being optimized?
- Which KPI will demonstrate value earliest?

## Suggested next step

Use the pilot and first-proof brief to define one measurable initial use case that can be reviewed against this financial framing.