Outcomes and ROI

Every engagement, against its own baseline.

We will publish what is measured, not what was promised. IURA is at an early stage, so the entries below are modelled example scenarios, shown so the reporting format can be judged. They are not client results, and will be replaced by measured outcomes as clients sign them off.

PER YEAR · ILLUSTRATIVE EXAMPLE Today £100,000 After £35,000 Modelled annual benefit £65,000 Estimated payback 5 months

The business case

What the current process costs, and what changes.

Before anything is built you know the cost today, the cost after, the price of getting there and how fast it pays back. The figures below are an illustrative example built on assumed inputs to show the format. They are not a client result.

Automation opportunity assessment Illustrative example · GBP
£100,000 Current cost / yr
£35,000 After automation / yr
£25,000 Implementation
5 months Payback
Modelled annual benefit £65,000
Modelled year-one net benefit £40,000
Each year after £65,000

Illustrative example, all inputs assumed. Volumes, FTE time and loaded cost would be measured in a real baseline; here they are assumed. Also assumed: 15% exception rate, £6k/yr model & licence cost, 0.2 FTE oversight.

Estimated payback curve
To break-even, modelled Beyond break-even, modelled
Month 0369Month 12 −£25k £0 +£40k Recovering outlay Modelled net benefit +£40k modelled Month 5 · estimated break-even

Same illustrative inputs. In an engagement the solid segment comes from your measured baseline; the dashed segment stays a forecast.

4,200 hours released / yr
−68% cycle time
0.4% error rate, from 6%
2.6× modelled year-one ROI
Modelled year-one outcome Same illustrative example.
Baseline cost Cost after automation
Process Organisation Baseline / yr After / yr Payback Basis Baseline and after, as bars
Invoice processing Accountancy practice, 60 staff · example £112,000 £38,000 4.2 mo Modelled
Client onboarding Wealth manager, 120 staff · example £86,000 £41,000 6.1 mo Modelled
Month-end reporting Logistics group, 300 staff · example £64,000 £19,000 3.8 mo Modelled
Inbox triage Property manager, 45 staff · example £58,000 £22,000 5.5 mo Modelled
Contract review Law firm, 80 staff · example £140,000 £71,000 7.4 mo Modelled
Data entry between systems Manufacturer, 200 staff · example £71,000 £14,000 3.1 mo Modelled
Total, 6 example scenarios £531,000 £205,000 £326,000 modelled annual benefit

Note Hover any figure for the assumptions behind it. Every row is a modelled example. Performance-linked commercial terms are available where real outcomes can be measured reliably against an agreed baseline.

Invoice processing Accountancy practice, 60 staff · modelled example
Baseline / yr£112,000
After / yr£38,000
Payback4.2 mo
BasisModelled

Supplier invoices arrive by email and post, are keyed into the practice system by hand, matched to engagements and chased for approval. In this scenario capture, matching and coding are automated, with every exception routed to a person, and review time is modelled at under two minutes an invoice instead of eleven.

Assumed baseline. 3.5 FTE, 1,900 invoices a month, 11 minutes per invoice. Modelled after. Remaining review effort plus software and model usage, estimated.

Client onboarding Wealth manager, 120 staff · modelled example
Baseline / yr£86,000
After / yr£41,000
Payback6.1 mo
BasisModelled

Identity documents, source-of-wealth evidence and forms are collected across three systems and reconciled by hand. In this scenario document intake, extraction and the standard checks are automated, and every high-risk case still goes to a named person. Onboarding time is modelled at half the baseline, with the audit trail produced as a by-product.

Assumed baseline. 2.8 FTE across compliance and operations, 140 onboardings a month. Modelled after. Human checks retained on every high-risk case; remaining effort estimated.

Month-end reporting Logistics group, 300 staff · modelled example
Baseline / yr£64,000
After / yr£19,000
Payback3.8 mo
BasisModelled

Nine people spend four days each month consolidating depot spreadsheets into the management pack, then a further day correcting it. In this scenario consolidation, intercompany checks and the standard pack build from the source systems overnight, the close is modelled at one day, and the commentary is drafted for the finance director to edit.

Assumed baseline. 9 people, 4 days per close, plus rework. Modelled after. Close modelled at one day with automated consolidation.

Inbox triage Property manager, 45 staff · modelled example
Baseline / yr£58,000
After / yr£22,000
Payback5.5 mo
BasisModelled

A shared inbox receives 2,600 tenant and contractor emails a week, each read, categorised and forwarded by hand. In this scenario categorisation and routing are automated, first replies to routine questions are drafted from the policies the team already has written down, and anything outside policy escalates to a person unchanged.

Assumed baseline. 2,600 inbound emails a week, 2.1 FTE on routing and first replies. Modelled after. Routing and first-line replies automated, escalation kept human; remaining effort estimated.

Contract review Law firm, 80 staff · modelled example
Baseline / yr£140,000
After / yr£71,000
Payback7.4 mo
BasisModelled

Associates do the first pass on 220 supplier contracts a month against the firm playbook before a partner reviews the deviations. In this scenario the first pass is automated against the same playbook, with every deviation summarised and linked to the clause. Partner review is unchanged, and associate time is modelled as redeployed to work clients pay for.

Assumed baseline. first-pass review by associates, 220 contracts a month. Modelled after. First pass automated, partner review unchanged; remaining effort estimated.

Data entry between systems Manufacturer, 200 staff · modelled example
Baseline / yr£71,000
After / yr£14,000
Payback3.1 mo
BasisModelled

Orders are re-keyed from the CRM into the ERP and again into a scheduling tool: three full-time roles of copying. In this scenario the three systems are integrated directly, with an exception queue for the orders that do not fit the rules, and re-keying errors, assumed to be the main cause of late deliveries, are removed at source.

Assumed baseline. re-keying between ERP, CRM and a scheduling tool, 3 FTE. Modelled after. Direct integration with an exception queue; remaining effort estimated.

How we measure

Before anything is built we record what the process costs today: the people involved, hours per week, volumes, processing time and error rates, over a baseline period long enough to be representative. Four to twelve weeks after go-live we record the same measures again, in the same units, and report the difference to the client alongside the original business case.

What we do not claim

The figures on this site are illustrative examples on assumed inputs, not results we have delivered. In an engagement, assumptions are conservative and agreed with the client before the build. Nothing is presented as a guaranteed saving, subsequent years remain subject to operating costs, and where a result falls short of the case we will say so and adjust the solution.

Assumptions & notes

How the figures on this site are built.

Conservative, transparent, and agreed with each client before anything is built. Measured and assumed inputs are always kept separate. Until then, every figure on this site is an illustrative example.

  1. Current process cost is measured in the baseline, not estimated. People, hours per week, loaded hourly cost and working weeks, with volumes, processing time and error rates recorded over the baseline period. On this site the figures are illustrative examples. people × hours/week × loaded rate × working weeks
  2. Cost after automation includes the human effort that remains, plus software, model usage and monitoring. It is never zero.
  3. Implementation is quoted fixed-price or by milestone once the baseline is complete. No build starts before the business case is agreed.
  4. Payback is implementation cost divided by monthly benefit. Year-one net benefit is annual benefit less implementation cost. payback = implementation ÷ (annual benefit ÷ 12)
  5. Assumptions are conservative and agreed with the client before the build. Nothing is presented as a guaranteed saving, every figure on this site is a modelled example, and subsequent years are subject to ongoing operating costs.
  6. Measurement after go-live uses the same units as the baseline and is reported to the client. Where outcomes can be measured reliably, performance-linked commercial terms are available.

Start with the process

Show us the process. We'll quantify the opportunity.

A 30-minute discovery call, then a two-week baseline. You decide with the numbers, and the price, in front of you.

Assess an opportunity See an example business case
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