If you’ve ever tried to pitch custom software to leadership, you know the drill: “It sounds expensive,” “Can’t we just use what we have?” or “Let’s revisit this next quarter.” And yet, deep down, you know that your current tools are holding the team back.
Whether it’s a patchwork of Excel sheets, clunky workflows, or outdated platforms, the pain is real, and it adds up over time. But unless that pain is made visible and backed by a solid case, your custom software project may never get off the ground.
So, how do you make a compelling, credible case? One that gets nods in the boardroom instead of blank stares? Here’s how to break it down.
Start With the Problem—Not the Tech
Before you say a word about features or frameworks, focus on what’s broken. What day-to-day headaches are your teams dealing with that the current systems just can’t solve?
Think of it this way: leadership may not care about code, but they care deeply about efficiency, revenue, risk, and customer experience. So your first job is to connect the dots.
A better approach than saying:
“Our tool doesn’t integrate with the CRM.”
Would be:
“Sales spends 4 hours per week copying data between systems. That’s roughly 200 hours a year of manual work—and a lot of room for error.”
Now you’ve got their attention.
Loop in the Right People Early
Building your case shouldn’t happen in a vacuum. Talk to the people who experience the problem firsthand—operations, finance, sales, support. Their feedback gives you real stories to include, but also helps you avoid blind spots in your proposal.
It’s not just about gathering intel. When people feel involved, they’re more likely to support the project later. Plus, the software you end up building will reflect real needs.
Map Out the Opportunity, Not Just the Fix
It’s easy to frame custom software as a solution to a current problem. But don’t stop there. Use this moment to paint a bigger picture: what else could your team do better, faster, or more strategically if the right software were in place?
For example:
- Could faster internal approvals help you launch products more quickly?
- Could better reporting give leadership the visibility they’re craving?
- Could automation reduce churn by improving response times?
You’re not just fixing broken things. You’re unlocking new potential.
Yes, Talk About Costs—But Frame Them Wisely
This part matters. A lot.
Custom software isn’t cheap. But neither is wasting time, losing deals, or keeping staff stuck in inefficient processes.
When laying out costs, make it clear:
- What’s one-time (development, implementation)
- What’s ongoing (maintenance, support)
- What’s avoidable (manual errors, process delays, legacy software licenses)
And don’t forget the cost of inaction. It’s often the strongest part of your case:
“Maintaining our legacy system costs €12,000/year in licensing and support. It doesn’t scale and exposes us to security risks.”
That puts things into perspective.
Address Risks with a Plan, Not Excuses
Let’s be real—every project has risks. What matters is whether you’ve thought them through.
Maybe your stakeholders are worried about delays or scope creep. You could respond:
“We’ll use an Agile approach, building in short sprints so we can pivot quickly if needed. We’ll also involve key users in each stage to make sure we stay on track.”
Maybe there’s concern about adoption:
“We’ll run workshops and training sessions, and the first version will be tested by the people who use it daily.”
You’re not dismissing their concerns. You’re showing you’ve got it covered.
Keep the Plan Grounded and Achievable
Big visions are great—but stakeholders want to know what’s happening now, next, and later.
Outline the key phases:
- Define goals and requirements (with users at the table)
- Build a prototype or MVP
- Test with a small group
- Launch incrementally
- Gather feedback and improve
Avoid timelines that feel too optimistic. Show you’ve thought about bandwidth, integration needs, and team availability.
End With the “Why Now”
Perhaps the most important part of your case isn’t about features or ROI. It’s urgent.
Why does this matter today? What risk increases the longer you wait? What opportunity fades if you postpone?
Whether it’s upcoming growth, compliance needs, or customer expectations, be specific. No one wants to greenlight something that can “wait until next year.”
Final Thought
Custom software is an investment—but a smart one when approached with clarity and purpose. It’s not about bells and whistles. It’s about giving your team the right tools to do great work, reduce frustration, and drive the business forward.
A strong business case tells that story—honestly, clearly, and in terms people care about.
If you’re ready to explore how a custom solution could transform your operations, the Infobest team is here to help.