Helping buyers carry product value into the conversations that determine a decision is what your business depends on.
Your buyer needs to explain this to someone else. Why are you making it so hard for them?
They understand the product. They can see where it fits. They may already want it.
Now they have to explain it to someone with a different definition of a good decision.
Finance wants to understand the investment. An operational leader needs to know what will change for their team. An executive wants to know why this deserves attention now.
Your buyer has your deck, a recording of the demo, and a website full of benefits. They still have to assemble the argument themselves.
For people working across product, go-to-market, and marketing, that raises a strategic question: how much of the work of winning a customer have we quietly handed to the customer?
A buyer’s ability to explain the value deserves the same deliberate attention as the explanation we deliver to them.
Every handoff changes the argument
Consider a hypothetical product that reduces the time required to prepare a forecast.
The person using it understands the immediate benefit: fewer hours reconciling inputs. Their manager may care more about whether the team can revise its plans quickly. Finance will want to examine the assumptions behind the savings and the cost of changing the process.
The product hasn’t changed. The decision each person is making has.
Swapping a headline for each persona can leave the difficult questions unanswered. What does this person need to approve? What are they accountable for if the purchase disappoints? Which evidence would make the recommendation defensible?
A message can be relevant enough to earn a meeting and still be insufficient to support a decision.
The business case needs to travel
Lokalise addresses this challenge directly in its public session, The Highest ROI Decision in Your Global Strategy, featuring CEO Sophie Krishnan and CPO Sahil Gambhir. The session helps localization champions make the case to leadership by connecting the investment to business outcomes, including conversion and retention.
That is a useful distinction for anyone bringing a product to market. Someone can understand the benefits of a capability and still need help explaining why the organization should invest in it.
AWS makes a complementary point in its discussion of building a comprehensive cloud business case. Mark Schwartz argues that the case should follow the business’s strategic objectives. If the organization wants greater agility, an argument built entirely around infrastructure savings misses the intended value.
Taken together, these perspectives suggest a practical standard: give buyers an explanation that connects what the product enables to what their organization has decided matters.
Your champion is putting their judgment on the line
When someone recommends your product internally, they attach THEIR credibility to YOUR claims.
They may need to defend the implementation effort, explain a dependency, or acknowledge a limitation. Give them only the upside and you leave them exposed to the first serious objection.
Useful content helps them make a recommendation that survives scrutiny.
For the forecasting product, that could mean showing how the result changes with different levels of adoption. It could mean naming the data requirements before implementation. A customer example becomes more useful when it explains the conditions behind the outcome, so a buyer can judge whether those conditions resemble their own.
Specificity gives your champion something solid to work with. It also helps everyone else distinguish a plausible business case from an enthusiastic product evaluation.
This belongs in the work between product and go-to-market
Product knows which capabilities and dependencies determine whether the promised outcome is achievable. Marketing decides how to express that value and substantiate it. Sales hears what happens when the buyer takes the argument into another room.
Those perspectives need to meet around an actual decision.
Take a deal that stalled after a strong evaluation. Reconstruct the internal conversation as far as the evidence allows. Who supported the purchase? Whose agreement was still needed? What did that person need to understand? Which questions remained unanswered?
A stalled deal can have many causes. The useful task is to identify whether the buyer lacked a convincing explanation, adequate proof, or a product that could meet the requirement. Each calls for a different response.
That diagnosis is more valuable than automatically commissioning another overview deck.
AI makes the brief more consequential
AI can help a team generate variations for different audiences. The quality of those variations depends on the decisions behind them.
If the brief says “rewrite this for a CFO,” the result may sound financially literate while adding little substance. A stronger brief identifies the investment decision, the assumptions that need testing, and the evidence available.
That forces a useful conversation before anyone generates copy.
Do we know the cost of implementation? Can we explain when a customer should expect value? Which benefits have evidence behind them, and which remain possibilities?
More versions of an incomplete argument leave the buyer with the same unfinished work.
A conversation worth bringing into the room
These questions provide a useful lens for BPMA’s October 15 Leadership Exchange, Scaling Authentic Customer Experience Across Markets with AI, featuring Sahil Gambhir and the extraordinary Ennio Carboni of AWS, moderated by Yi-Min Chun.
Sahil, Chief Product Officer at Lokalise, brings experience spanning Hotjar and HelloFresh. Ennio, Head of Product for AWS Private Pricing & Executive Engagements, brings an enterprise perspective alongside previous product leadership at CloudHealth by VMware and SS&C Eze.
Their combined backgrounds make this a compelling conversation for people whose work spans what a product does, how it reaches a market, and why someone chooses it.
The announced discussion focuses on customer experience across languages and markets. For those working at the intersection of product and commercial strategy, it is also an opportunity to examine how clearly we equip people to understand and act on product value.
Before the event, try a small exercise: choose a product you are actively selling and make the case for it using only the materials your buyer receives.
Explain why it matters, what would have to change, and what supports the expected outcome. Then put that explanation in front of a colleague who has a reason to challenge it.
Where do you need to step in and explain?
That is work your buyer may already be doing for you.
Join the conversation
Scaling Authentic Customer Experience Across Markets with AI
Thursday, October 15, 2026 · 6–8:30 p.m. ET
CIC Cambridge · 255 Main Street, Cambridge
Event details and registration
