In the world of science, the lab manager’s job is as much about crafting compelling business arguments as it is about overseeing day-to-day operations. Convincing upper management to invest in new equipment, expand capabilities, or fund new initiatives requires more than technical expertise—it demands a clear, persuasive business case.
At Lab Manager’s 2025 Leadership Summit, a panel discussion titled How to Develop a Powerful Business Case for Investment featured vendor panelists Matt Burtch, director of product marketing at Agilent Technologies; Lisa Manning, vice president of business development at Flagship Lab Services; and Harry Ruska, general manager of research and analytical products at GFS Chemicals. They shared their candid advice on what it takes to win executive support and secure funding.
Align your business case with executive goals
Burtch urged lab managers to start with the basics: “The first thing is to figure out how [the proposal] supports that initiative. If your initiative is to increase throughput, to reduce costs, [or another goal] … first, figure out how does that support that initiative?”
Executives want to see how your proposal fits within the bigger picture of business goals. Burtch said the strongest arguments always highlight one of three outcomes: “It helps the business make more money, it helps you save money, or it reduces risk.”
Monetize your lab’s impact
Ruska stressed the importance of speaking the universal language of finance. “The more that you can monetize it, the better,” he said. “You can say, if the business goes down and I have so much downtime because equipment fails … that’s how the risk can be monetized.”
While not every benefit is easy to measure, Ruska recommended collaborating with finance teams to translate strategic ideas into tangible dollar figures. “Sit down with the finance person to say, ‘How can I really measure this?’ And usually, between the two of you, you can come up with ways to do that,” he said.
Use data to back up your business case
Burtch emphasized that strong proposals rely on solid data. “Look at baseline data and say, ‘My throughput is x or it costs me this much to run.’ … Look at the return period,” he said. “And then … talk to everybody about it. Vendors will help you. They’ll give you calculators. I’m sure there are existing business case templates that you can use within your organization.”
Manning pointed out that demonstrating your team’s stewardship of funds is equally critical. “You have to have processes in place to prove that you’re going to be good stewards of that money when you do get it,” she said. That means showing how you will avoid duplicate orders, minimize waste, and negotiate better contracts for lab supplies and services.
Show adaptability and improvement
The panelists agreed that executives want to see more than just a plan for today—they want confidence that you can adapt and improve. Ruska shared, “Every year the bar gets raised … so the way to approach that might be to gather your team together and say, ‘Where is the waste that might be happening here? How can we do the same thing we’re doing today and maybe be smarter in how we spend our money or how we do things? How can we add capacity to grow?’”
Reduce risk and be transparent
Risk reduction is a cornerstone of any solid business case. “It’s all about minimizing the risk to the organization,” said Ruska. “If you build it all up front and you staff it all up front, [that’s a] huge risk … It’s that balance of how do you start small, but give yourself the opportunity to scale as the business comes in.”
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Burtch offered a final word of caution: if an initiative has languished for years, it’s crucial to verify that it still aligns with strategic goals. “Make sure there’s real appetite for that thing to happen,” he said. “There’s a risk that you push something and it’s just not strategic, or the business isn’t aligned for it.”
Use vendors as strategic partners
The panelists encouraged lab managers to view vendors as strategic allies who can help build a stronger business case. Ruska advised managers to challenge suppliers to justify the value of what they are offering. “If a supplier offers you a two-year warranty program for $20,000, it’s natural to ask, ‘Why? What am I getting for that?’” he said. By pushing vendors to explain the real benefits, managers can compare offerings, identify what provides genuine value, and demonstrate the financial impact of their decisions.
Ruska emphasized that making a persuasive case is about showing how investments support the lab’s mission and align with the company’s goals. “At the end of the day, it comes down to the dollar impact—because that’s what people are going to look at: why they should invest.”
By approaching vendors as partners and focusing on clear financial outcomes, lab managers can build stronger, more compelling business cases that win executive support.
