Home/ROI/Enterprise
I / Enterprise

Increase proposal capacity without proportional headcount growth.

Enterprise builders do not lack talent. They lose capacity across too many handoffs.

They also lose time when a concept has to be translated back into the company's actual walls, frames, furniture, dimensions, pricing logic, and approval rules.

Sales→ Design→ Pricing→ Estimating→ Operations→ Vendors→ Approvals→ Revisions

Konstruct AI is designed to connect those steps inside one proposal workflow configured around the enterprise's inventory, catalog, modular systems, measurements, pricing logic, margin rules, and approval requirements.

§02/VALUE SNAPSHOT

What the model is showing.

This model estimates the time, workload, and revenue opportunity that may be unlocked when enterprise proposal work moves from a 15–20 day handoff cycle to an inventory-grounded first-pass workflow completed in minutes.

01

Proposal Turnaround

15–20 days → minutes
First-pass concept workflow

From customer request to first-pass proposal workflow.

02

Team Capacity Unlocked

15–22
FTE equivalents

Estimated workload capacity that can be redirected, avoided, consolidated, left unfilled, not backfilled, or recovered for higher-value work.

03

Labor Capacity Value

$1.85M–$2.71M
Per year, estimated

Estimated annual value of recovered labor capacity across design, sales, estimating, operations, and approval work.

04

Annual Value Potential

$6.85M–$9.71M+
Per year, directional

Labor capacity plus revenue opportunity from faster proposal throughput.

How to read these figures. These figures are illustrative and directional. FTE equivalents represent workload capacity that may be redirected, avoided, consolidated, left unfilled, not backfilled, or recovered for higher-value work. Revenue opportunity is not guaranteed and should be modeled using the builder’s actual proposal volume, win rate, project value, staffing, compensation, outsourcing costs, software costs, and workflow data.

§03/HOW VALUE IS REALIZED

How value may be realized.

Workforce decisions belong to the enterprise.

An enterprise may choose to consolidate, eliminate, leave unfilled, not backfill, or avoid selected roles.

The business case does not depend entirely on workforce reduction.

Capacity may be redirected toward higher-value work.

  • More proposals per seller
  • Stronger account coverage
  • Faster customer response
  • Higher-value client work
  • Complex opportunities
  • Final production work
  • Faster estimating
  • Faster pricing decisions
  • More outbound selling
  • More inbound opportunities

Executive and approval time recovered.

  • Embedded pricing guardrails
  • Fewer routine approvals
  • Fewer proposal escalations
  • Faster commercial decisions
  • Greater workflow visibility
§04/CAPACITY BY FUNCTION

Where capacity may be recovered.

Tap View Details on any card to expand the underlying levers.

I / Design

Graphic & Exhibit Design

8–12 FTE

$760K–$1.14M annual value

  • Reduce repetitive first-pass work
  • Reduce design backlog
  • Reduce external rendering dependency
  • Create more initial concepts inside the platform
  • Redirect designers toward custom, final, production, and client-facing work
II / Sales

Sales & Account Management

4–6 FTE

$640K–$960K annual value

  • More proposals per seller
  • Faster customer response
  • Less internal coordination
  • Less vendor coordination
  • Stronger account coverage
  • More outbound prospecting
  • More inbound capacity
III / Ops

Estimating & Operations

3–4 FTE

$330K–$440K annual value

  • Configured pricing logic
  • Configured margin rules
  • Fewer manual pricing steps
  • Faster first-pass pricing
  • Less cross-team coordination
  • Fewer avoidable errors
  • Faster proposal release
IV / Exec

Executive & Approval Capacity

500–700 hrs

$120K–$170K annual value

  • Embedded pricing guardrails
  • Fewer routine approvals
  • Reduced escalation
  • Faster decisions
  • More time for growth and strategy

Swipe →

§05/REVENUE VALUE

Where the revenue value comes from.

I

More proposals

Existing teams can process more opportunities without proportional hiring.

II

Faster response

Customers receive proposal-ready concepts and initial pricing sooner.

III

Better use of top performers

Strong sellers, designers, estimators, and operators spend less time coordinating repetitive proposal work.

IV

Fewer lost opportunities

The enterprise can pursue work previously delayed or deprioritized because of capacity limits.

V

New revenue capture

Bring more first-pass design and proposal value inside the business.

Swipe →

Commercial structure and platform inclusions are detailed on the Pricing page.

How much proposal capacity is trapped inside your current workflow?

Build My Enterprise ROI Model ← Back to ROI Overview
Model Assumptions & Disclaimer

This enterprise ROI model is illustrative and directional.

Capacity estimates represent full-time-equivalent workload that may be eliminated, consolidated, avoided, left unfilled, not backfilled, or redirected. The model does not assume that all capacity results in workforce reduction.

Revenue-influence potential represents additional opportunity enabled by greater proposal throughput and is not guaranteed revenue.

Final ROI should be calculated using the customer's actual staffing, compensation, proposal volume, project values, win rates, software costs, outsourcing costs, hiring plans, inventory complexity, and workflow data.