Calculate the value of strategic congruence
Strategy creates the plan. Alignment creates the return. Move the inputs to see what closing your alignment gap is worth in year one.
The fee is about 0.1–0.2% of your payroll. Recover that much of the effort lost to misalignment and it's paid for — and the published range for that loss is 10–30%.
This counts only recovered workforce productivity — not better decisions, revenue, or retention. It's a floor.
Our published figure — £675,000 per 100 FTE per year — uses the lowest sector loaded cost (£45,000) and the lowest gross drag band (15%). Congruent's own modelled estimate, not an external benchmark. The numbers below use your sector and will be higher. See the full calculation ↓
Your organisation
Three inputs describe the size and cost base of your workforce.
Model assumptions
Defaults are deliberately conservative. The cited literature supports a wider range.
Cost of misalignment — the size of the problem
The gross annual cost of effort lost to misalignment, before any recovery. The year-one return below counts only the conservative slice Congruent recovers.
Our published figure, in full — £675,000 per 100 FTE per year
| 100 FTE × £45,000 loaded cost | payroll | £4,500,000 |
| × 15% gross drag (band 15–24%) | the cost of misalignment | £675,000 |
| × 3% recoverable (band 3–8% — 20% of the gross) | the recoverable pool | £135,000 |
| × 25% year-one recovery | recovered in year one | £33,750 |
Congruent's own modelled estimate, not an external benchmark. £45,000 is the lowest loaded cost of the eight sectors we model, and 15% the lowest point of the gross band — so this is a floor, not a forecast. The four figures are different quantities and are published together so none can be quoted as another. The numbers below use your sector and will be higher. Every constant is in roi-model.json; re-derive it with node apps/web/scripts/roi-explain.mjs.
Gross cost = FTE × loaded cost × gross drag. Gross drag is the share of effort lost to unclear or conflicting priorities; the published literature range is 10–30% and the band used here (15–24%) sits inside it (roi-model.json → cost_of_misalignment). The figures in this strip are for your sector, so they are higher than the £675,000 published floor above, which is fixed at the lowest sector. This is the size of the problem; the recoverable value modelled below is a smaller, deliberately conservative slice of it.
—Recommended tier and year-one economics
KPI cockpit extensions v3.4 catalogue — available at every tier
Bundled demos at Scale (3 KPIs / 1 source / monthly) and Enterprise (8 KPIs / 2 sources / weekly) cover the proving-ground configuration. Extensions ratchet the bundled demo up toward standalone-equivalent depth, paid a-la-carte.
One-offs amortised over the first year for the annualised view. Standalone full-custom cockpit (£45–85k one-off) is the alternative path — buy day-one depth and skip the ratchet. Both options remain available at every tier.
Year-one value across scenarios
The ROI multiple is shown only here, and only as a full low–mid–high band — never as a single headline figure.
| Scenario | Drag % | Value recovered | Net (− fee) | ROI |
|---|
This ROI counts only the conservative recoverable slice, year one only — and is never reported as a single multiple, always as the low–mid–high band above. Headline figure uses your current drag % (mid); low / high reflect ±40% bands around your input, matching the range typically observed across the cited research.
How the maths works
misalignment_drag = total_payroll × drag %
year1_value = misalignment_drag × year-1 recovery factor
net_value = year1_value − annual subscription
payback_mo = annual subscription ÷ (year1_value ÷ 12)
This is intentionally a payroll-only model. Second-order effects — talent retention, brand consistency, faster planning cycles, customer experience — are excluded to keep the headline conservative.
The opportunity at scale
Misalignment is a measurable line item across the entire mid-market. This view models the market Congruent can address and the revenue an attainable share unlocks.
Addressable market
Sizing the population of organisations where strategic alignment is a board-level concern.
Penetration and pricing
How much of the addressable market Congruent realistically reaches, and at what ASP.
Headline market economics
TAM here is the value Congruent's customers can recover — the buyer's pool. Serviceable revenue is what Congruent could bill if every addressable company subscribed. 5-yr ARR is the realistic landing at your penetration assumption.
Customer value vs subscription price — why this category sustains itself
When per-customer ROI clears 5×, gross retention typically sits above 90% in B2B SaaS — investors should view the value-to-price ratio as the principal leading indicator for NRR.