What is this ticket worth — and should we do it?
January–December 2027 acquisition cohorts. Release 1 March. £120 is first-policy contribution, not premium. Nine engineering days are available.
6 engineering days. Working calculation eventually shows £5,760 contribution against £4,800 resource cost — but the uplift is not yet earned by evidence.
6 engineering days. Diagnosed acquisition mechanism. Working case: 2,000 net visits → 20 policies → £2,400 contribution against £7,200 cost.
3 engineering days. Confirmed essential journey repair. Working case: 45 extra policies → £5,400 contribution against £2,400 cost.
20 engineering days. Effect unknown. Hurdle +0.15 percentage points. Overlap unresolved.
A staged option costs £900 and one engineering day to investigate A while retaining a five-day implementation option. This does not prove the sales uplift.
The Priority Desk works from incremental business outcomes. It does not turn issue counts, rankings, milliseconds or a generic “confidence” percentage into money.
10.0% → 10.1% is a +0.10 percentage-point change and a +1% relative change. The journey model uses the absolute rate change.
Outcomes = eligible exposure × absolute rate change × downstream conversion − adverse outcomes. Contribution = outcomes × contribution per outcome. Resource net = contribution − full resource cost.
Outcomes = net additional qualified visits × marginal conversion. If you bridge clicks to visits, compare with-change and without-change clicks, apply visits-per-click, then subtract displacement.
Outcomes = eligible journeys × defect fraction × repaired fraction × outcome-probability gap. A break-even repaired fraction above 100% means the model cannot cover cost on those inputs.
Contribution gained, incremental cash spend and salaried capacity released are different viewpoints. Released time is not automatically cash saved.
The Priority Desk helps an in-house practitioner move through scope → value → challenge → choose → review. It accepts page-level, template, journey, sitewide and operational work, but only produces money when the entered mechanism and evidence support it.
Essential work can deserve capacity without a monetary forecast. Enabling or diagnostic work may need a cost cap and stop/continue condition. Where the effect is unsupported, the correct result is “benefit unknown”, a break-even hurdle, or a request for evidence — not an invented uplift.
The comparison board keeps evidence status, working value, cost, engineering days and obligation status together. It checks capacity rather than multiplying money by a confidence score.
The tool is static and client-side. It has no Jira connection, backend, external model call or analytics on this route. Manual entry is the primary route; exported JSON can be restored locally in the browser.