CoLab Software - Business Value Engineer
Requirements
• Background in management consulting, finance, or a quantitative analyst role, ideally with exposure to mechanical engineering, manufacturing, or product development. You can read a design review and also read a P&L. • You are comfortable in messy or incomplete data and confident presenting clear insight even when the comparison is not perfect. You build the analysis nobody handed you, and you flag your assumptions instead of burying them. • Strong financial and commercial acumen. You translate technical capability into business outcomes that resonate with VPs of Engineering, CEOs, and CFOs, and you can defend the math line by line. • Skilled storyteller. You turn a model into a narrative a room of executives feels, not just a spreadsheet they nod at. You know a strong deck is a forcing function, not a deliverable. • Clear, direct communicator. You write concisely, present without filler, and build a clean deck under pressure. • Sharp sense of time value. You know which work compounds, which is throwaway, and which conversation is worth a calendar hold versus a quick Slack. You make calls and you move. • Highly organized and detail-oriented. Your assumptions are sourced, your models are auditable, and you sweat the decimal that changes the story. • Advanced in Excel and visualization tools, and fluent with AI as a force multiplier. You reach for these to compress research, sharpen messaging, and build faster. We have plenty of tools at your disposal. • What Success Looks Like in Year One • You have built the ROI models and business cases that meaningfully influenced multiple seven figure deals. • Your value frameworks and delivery tools are in use across the revenue org. • You are trusted to present the financial case to customers without backup. • Pilots and POCs you support convert at a higher rate because the value was quantified, tracked, and proven. • The realized-value stories you build are feeding renewals and expansion, not just new logos.
Responsibilities
• Deal-Facing Value Modeling • Collaborate with account teams on discovery to connect customer pain to measurable engineering and manufacturing outcomes: ECO and rework cost, review cycle time, cost of poor quality, vendor coordination, schedule, and reclaimed engineering capacity. • Build ROI models and business cases rooted in the top line / bottom line / strategic framing, so a case can mature from a champion's belief to finance-grade defensible data without being rebuilt. • Anchor each case in reality. The number you present should survive a skeptical CFO. • Pressure test the business cases account teams bring forward, making sure every assumption is sourced, traceable, and tied to the customer's agreed belief or actual data. • Read the conviction of a deal and match the build to it: strategic belief, validated magnitude, or deep defensible data. Know when to scrub every number and when scrubbing would kill momentum. • Turn complex, often incomplete data into simple, compelling presentations and executive narratives that move buying committees. • Map missing data to a multi-thread plan: every gap is an ask tied to the right data owner (PLM admin, quality leader, FP&A, sourcing), not a dead end. • Frameworks, Enablement, and Realized Value • Create and maintain value frameworks leveraging bleeding edge enablement and support for the revenue team so we are not rebuilding the wheel every cycle. • Support pilots, POCs, and onboarding by tracking early indicators and converting realized results into proof that feeds renewals and expansion. • Own the value content for QBRs: the talk track, the slides, the realized-value story that CS inherits. • Partner with enablement and product marketing to sharpen value messaging and translate winning patterns into tools that scale. • Work with product and data teams to keep measurement methodology and value rationale accurate and defensible, and feed account signals back into the roadmap. • Support RFP responses tied to value, ROI, and financial justification.
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