Strategic Assessment
Building the Business Case Before Building AI
Before treating an AI idea as a product, assembled customer, market, competitive, technical, and economic inputs into a decision package for whether and where to proceed.
Evidence
What the work demonstrates
- Customer needs and use cases synthesized
- Market, competitive, and economic inputs assembled
- Decision package produced before implementation
Context
A potential AI initiative needed evidence of customer need, market fit, technical relevance, and economic logic before it deserved product investment. An interesting capability was not enough to justify a roadmap commitment.
Product decision
I built the business case before presenting the idea as a product. The decision question was whether and where the opportunity warranted further work, not how quickly a team could build something.
Assessment approach
I gathered customer input, use cases, competitive information, market segmentation, and financial-model inputs. Those streams were assembled into one decision package so product attention could be evaluated against evidence rather than momentum.
Evidence and boundary
The supported result is a decision-ready business case for evaluating whether and where to proceed. No product was built or launched, and I do not claim production ownership or a customer outcome.