If the only benefit is saved labor time, the stack must recover enough valuable hours to cover $10,800 every year.
| Value of one useful hour | Hours needed yearly | Hours needed weekly |
|---|---|---|
| $50 | 216 | 4.2 hours |
| $75 | 144 | 2.8 hours |
| $100 | 108 | 2.1 hours |
| $150 | 72 | 1.4 hours |
Suppose AI reduces a weekly reporting job from five hours to one. Four hours disappeared from the task.
If the employee uses those four hours to produce more billable work, make additional sales or avoid overtime, the value can be measurable. If the schedule simply becomes less stressful with no change in labor cost or output, the productivity gain is real but the direct financial ROI may be close to zero.
Count subscriptions, paid seats, API charges, voice minutes, image/video generation, storage, premium connectors and any usage-based overages.
Include the hours spent configuring tools, building prompts, connecting workflows, cleaning data, training staff and fixing the automation when it breaks.
Measure the old workflow against the new workflow. Do not ask how much time AI feels like it saves. Time a representative task before and after.
A saved founder hour may be worth $150 if it becomes sales work. A saved administrative hour may be worth $30. Use the economic value of the time, not the most flattering number available.
If an AI sales or marketing tool produces $5,000 of additional monthly revenue at a 30% gross margin, the economic contribution is closer to $1,500 than $5,000.
Count contractors, transcription, basic design, research services, call answering or software that the AI tool genuinely allowed the company to cancel or reduce.
Deduct the time employees spend checking hallucinations, repairing poor output, correcting bad customer messages or performing work twice because the automation was unreliable.
The stack above could contain four products capable of summarizing a meeting, three that can research the web, several that draft email and multiple products that generate images.
The question is not whether the tools technically overlap. It is whether each overlapping subscription provides enough unique value to justify another recurring charge.
| Bucket | Evidence | Action |
|---|---|---|
| KEEP | Measurable time, profit or cost benefit comfortably exceeds total cost | Keep and measure quarterly |
| EXPAND | Clear ROI and workflow is still only partially automated | Look for deeper integration |
| PROVE | People like it but financial value is unmeasured | Run a 30-day measurement test |
| CUT | Low usage, duplicated capability or value below true cost | Cancel or consolidate |
$720 value
$600 gross profit
$250 savings
$1,570
$670 monthly surplus before implementation and oversight cost
