Map is where the commercial story becomes economically legible. Starting from the four value pillars established in Scout, we define the measurable drivers underneath each one, identify the easiest credible quantification path, and then outline the fuller maximum-value case. The point is not to inflate the model. It is to turn broad value claims into operating deltas a finance team can understand and a commercial team can use consistently.
For each pillar, we translate the chain from value lever to metric to dollar outcome. That means choosing the observable signal that best represents improvement, deciding how the before-and-after state should be expressed, and clarifying the financial expression underneath it: labor savings, software savings, avoided hiring, ARR retained, expansion capacity, or another defensible outcome. We also define where assumptions need ranges, where adoption or ramp matters, and where the data will need to come from.
Map is the phase that creates discipline before modeling. It shows which parts of the story are easy to prove, which parts require benchmarks, and which parts should remain directional rather than over-claimed. The output is a value-driver structure the rest of the program can build on: clear quantification paths by pillar, explicit financial logic, and a shared view of what the business case should, and should not, say.