Relationship continuity
A clear relationship owner, next action and shared history help the team maintain consistent coverage and dependable handoffs.
WISE AGENTSProposal intelligence · September 2026
Watervale Partners · CRM & deal management
The Watervale CRM
business case.
Less time maintaining the pipeline. More time evaluating it. Explore how stronger deal management can recover team capacity, preserve institutional knowledge and help convert more opportunities into completed investments.
Your proposed investment
$7,500One-time implementation
$1,000Ongoing / month
First-year Wise fees$19,500
12 monthly fees plus implementation. Optional internal costs appear in the model below.
02
See the impact
Live modelThe first year starts at kickoff and includes rollout time.
Year 1 net economic benefit · illustrative strategic case
$29,936
$49,436 modeled value − $19,500 total investment. Includes 298.4 recovered team hours in Year 1.
Year 1 modeled benefit
$49,436
Capacity + selected strategic potential.
Year 1 total investment
$19,500
Implementation + 12 monthly fees + optional one-time costs.
Operations-only ROI
14.8%
Before strategic value or growth time allocation.
Economic cost recovery
5.9 mo
From kickoff; based on accrued costs.
3-year net economic benefit
$148,354
Cumulative modeled value less all costs.
3-year economic ROI
341.0%
Across the complete 36-month period.
What creates the Year 1 value
A transparent bridge from operational capacity to strategic potential.
Recovered team capacityAfter removing capacity reserved for additional investments
$16,782Direct cash cost avoidanceOnly entered cash realization and separate avoided spending
$0Intangible management benefitsSelected monthly values, discounted for uncertain realization
$3,808Potential incremental investment valueExpected additional investments × net value × Wise attribution
$28,846Total Year 1 modeled benefit
$49,436$5,594 of potential time value is reserved for pursuing additional investments and is excluded from the capacity line. The operations-only case before that allocation has 14.8% Year 1 ROI.
The 100% Year 1 ROI hurdle
Selected case exceeds or meets the goalBenefit required$39,000Selected case$49,436Above hurdle$10,436
The goal is a comparison only. It never changes the inputs or forces a positive result.
Value created vs. total cost
Cumulative economic value from kickoff. Costs accrue monthly; setup costs start at month 0.
Modeled valueTotal costNet benefit
Month 12Value $49,436Cost $19,500Net $29,936
Net benefit by year
Modeled value less all project costs in each year.
Where time comes back
Annual recovered hours after adoption, once fully rolled out.
PDF intake130.0 h
Updates & follow-ups77.0 h
Historical searches62.4 h
Pipeline reporting83.2 h
Total / full year352.6 h
Investment by year
One-time costs in Year 1. Ongoing fees in all three years.
Recurring feesOne-time costs
Capacity & cash
Released time creates capacity. Cash savings require an actual reduction in spend.
Year 1 capacity value$16,782
Year 1 cash savings$0
Cash-only net, Year 1-$19,500
Cash-only ROI, Year 1-100.0%
Cash savings include the selected 0% of time value plus separately entered cost avoidance. Strategic potential is shown separately and is not included in cash savings.
What this model puts a value on
Administrative work across PDF intake, pipeline maintenance, historical record searches, and reporting. Time for investment analysis and human review remains in the workflow. The strategic case adds separately identified intangible value and potential incremental investments. Acquired enterprise value, revenue and invested capital are never counted as returns. The per-investment value is an illustrative net present value, not Year 1 cash.
Updated: Year 1 net economic benefit $29,936, economic ROI 153.5%, 298.4 recovered hours.
03
Three-year breakdown
Every year includes a full 12 months of ongoing fees. Year 1 benefit reflects the selected rollout and adoption ramp.
| Period | Modeled value | Ongoing fees | One-time costs | Total costs | Net benefit | Economic ROI |
|---|---|---|---|---|---|---|
| Year 1 | $49,436 | $12,000 | $7,500 | $19,500 | $29,936 | 153.5% |
| Year 2 | $71,209 | $12,000 | $0 | $12,000 | $59,209 | 493.4% |
| Year 3 | $71,209 | $12,000 | $0 | $12,000 | $59,209 | 493.4% |
| 3-year total | $191,854 | $36,000 | $7,500 | $43,500 | $148,354 | 341.0% |
Economic ROI = (modeled value − total cost) ÷ total cost. This combines retained capacity, cash cost avoidance and any selected strategic potential. The deal-value input is an assumed net present value credited once at closing; it is not cash received. No separate model-level discounting, inflation, tax effects or fee increases are applied. Displayed values are rounded; calculations use full precision.
The additional close-rate uplift needed for the goal
With all other assumptions fixed, a 0.0638 percentage-point additional close-rate uplift would reach 100% Year 1 economic ROI. The selected uplift is 0.100 pp. This is a modeled hurdle, not a forecast.
0.0638 pp
04
A small change in deal outcomes
For a principal investor, the relevant input is net economic value retained from an additional completed investment.
Published EBITDA criterion> $2M
Enterprise value criterion< $100M
Equity investment criterion< $50M
These are screening criteria, not average deal values or firm revenue. Source: Watervale investment criteria.
The selected incremental investment case
750 opportunities × 0.10 percentage points = 0.75 additional investments per full year. After rollout and the 12-week extra closing delay, Year 1 contains 0.462 expected incremental investments. Crediting 25% of their $250,000 net economic value produces $28,846 of modeled Year 1 upside. Fractional investments represent expected value; actual closings are discrete and may be zero.
The $250,000 default is an illustrative net present economic value to Watervale, after capital, financing and execution costs. It is not derived from the enterprise-value ceiling and has not been validated by Watervale.
| Additional close-rate uplift | Expected extra investments, Year 1 | Attributed deal value, Year 1 | Year 1 economic ROI | Goal |
|---|---|---|---|---|
| 0.000 pp | 0.000 | $0 | 5.6% | Below goal |
| 0.025 pp | 0.115 | $7,212 | 42.6% | Below goal |
| 0.050 pp | 0.231 | $14,423 | 79.6% | Below goal |
| 0.100 pp · selected | 0.462 | $28,846 | 153.5% | Meets goal |
| 0.200 pp | 0.923 | $57,692 | 301.4% | Meets goal |
Better management has value beyond saved hours
$750 per month across three management benefits × 50% realization = $4,500 per full year before rollout timing. Year 1 credits $3,808. These allowances exclude the saved hours and added-investment value counted elsewhere.
Institutional knowledge
Screening rationale, historical context and clean records remain accessible as opportunities return and team members change.
Management oversight
Shared priorities, deadline visibility and decision accountability support more consistent control of the investment pipeline.
05
How we got there
A business case you can trace from the workflow to the numbers.
Measure the work
Compare today's administrative time with the time still required using Wise. Multiply by deal volume or the relevant weekly workload.
440.8 nominal hours × 80% time captured = 352.6 recovered hours per full year.
Follow-up time is a total per eligible deal over its lifecycle. It is counted once.
Capture the benefit
Apply the time capture rate and rollout timing. Reserve the selected share of noncash capacity for work on additional investments.
Year 1 time value $22,377 − $5,594 reserved for growth + $0 separate cost avoidance = $16,782 operational benefit.
Historical lookups and reporting are separate tasks. Exclude any time already captured in deal intake or updates.
Compare value with cost
Combine retained capacity, separate cost avoidance, discounted intangible allowances and attributed investment potential, then subtract project costs.
$16,782 operational + $3,808 intangible + $28,846 additional investment value − $19,500 project cost = $29,936 net economic value.
Economic recovery is the point cumulative modeled value covers cumulative accrued cost.
Open the full calculation notes and scenario assumptions
1. Operational hours and value
Intake = annual incoming deals × (minutes today − minutes with Wise) ÷ 60.Updates = deals × eligible share × (lifecycle admin minutes today − with Wise) ÷ 60.Searches = weekly lookups × 52 × (minutes today − with Wise) ÷ 60.Reporting = (weekly team hours today − with Wise) × 52.
Sum those hours and multiply by the time capture rate. Negative workflow savings remain negative. Multiply recovered hours by the loaded hourly rate. Split the time value into cash realization and noncash capacity; add any separately entered cost avoidance.
2. Capacity allocated to additional investments
When strategic value is enabled, the selected share of positive noncash time value is reserved for work on additional investments and removed from the standalone capacity benefit. At the current settings, Year 1 removes $5,594. This reduces the overlap between valuing recovered time and valuing the outcomes created with that time. Negative time costs are retained. Cash savings are not reduced by this allocation.
3. Intangible management benefits
Relationship continuity, institutional knowledge and management oversight receive editable monthly planning allowances. Their total is multiplied by the realization percentage and the same rollout schedule. They are noncash estimates. They must exclude labor time, additional investment value and cost avoidance already included elsewhere.
4. Potential value of additional completed investments
Expected additional investments = incoming opportunities × absolute close-rate uplift in percentage points ÷ 100.Attributed deal value = expected additional investments × net value per investment × Wise attribution percentage.
The uplift is an absolute percentage-point change, not relative percentage growth. A 0.10 pp increase equals one more completed investment per 1,000 incoming opportunities at full rollout. Its relative impact depends on Watervale's baseline close rate, which has not been provided. The selected net value per investment is an illustrative estimate of incremental net present economic value retained by Watervale after capital, financing and execution costs. It is credited once at the modeled closing date. It is not enterprise value, equity invested, acquired revenue, acquired EBITDA, a commission, or cash received in Year 1.
Future exit proceeds are not separately added. If a present-value estimate is used, any future benefits must already be discounted and net of relevant costs inside that input. No measured Watervale close-rate uplift or per-investment value has been supplied. The default case is a potential-value scenario for discussion, not an observed result or statistical confidence estimate.
5. Timing and growth
The model uses 52-week years starting at kickoff. Operational and intangible benefits begin after implementation and rise linearly through the adoption ramp. Incremental investment outcomes follow the same pattern, shifted by the additional closing delay. Deal-volume growth applies to intake, updates and incremental deal cohorts when they enter the pipeline; those cohorts close after their selected delay. Weekly lookups, reporting, rates and fees remain flat. Each new investment's value is counted once, with no continuing benefit added for earlier cohorts.
6. Costs, ROI and the goal
Implementation and optional one-time costs are allocated at kickoff. Monthly fees accrue from kickoff, including rollout, for 12 months in each year. Economic ROI is (total modeled benefit − total cost) ÷ total cost. The target is a comparison hurdle only: 100% ROI requires 2.00 times total cost in benefit. Inputs are never automatically adjusted to meet the target, and negative ROI remains visible. ROI is N/A when cost is zero.
Economic recovery is when cumulative modeled value covers cumulative accrued cost and remains at or above cost through the 36-month horizon. It is not a cash payback calculation. No separate model-level discounting, taxes, inflation or price escalation is applied. The expected deal-value input, if based on future benefits, must already be a net present value.
7. Scenario assumptions
| Scenario | Time captured | Close uplift | Intangible allowance before discount |
|---|---|---|---|
| Conservative | 60% | 0.02 pp | $450/mo |
| Strategic case | 80% | 0.10 pp | $750/mo |
| Upside | 90% | 0.20 pp | $1,200/mo |
Presets change workflow time assumptions, the time capture rate, close-rate uplift and intangible monthly allowances. They preserve current pricing, volume, labor rate, net value per investment, Wise attribution, realization percentage, growth time allocation, timing and other project inputs. Strategic value can be switched off to recover the operations-only model.
8. Validate after rollout
Measure before-and-after administrative time, record the number of screened opportunities and completed investments, and distinguish CRM effects from sourcing quality, capital availability and investment-team decisions. Confirm the actual economics Watervale retains from a completed investment. Review knowledge continuity, record quality and management visibility separately, then replace estimates with client-supported values.
What comes from the projectWatervale discovery notes: 700–800 incoming deals annually; PDF-to-deal intake, stage tracking, reminders, filtering, historical search and reporting. The project includes migration of approximately three years of records. Implementation planning range: 4–6 weeks. Pricing supplied for this proposal: $7,500 implementation and $1,000 monthly.
What remains an assumptionTask times, blended hourly cost, captured time savings, lookup frequency and adoption ramp are editable estimates. Intangible monthly allowances, the closing uplift, time to close, Wise attribution and net value per investment are additional unvalidated estimates, shown as strategic potential. The $250,000 default is an assumed net present value; no actual average deal economics were supplied. The structure follows the Savage / Bartlett ROI reference supplied with this project.