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This book is the culmination of 50 years of the authors’ combined professional experience working in diverse roles as buyers, sellers, and builders of information technology systems. Over that period, Craig LeGrande and Venky Lakshminarayanan have seen big wins, big mistakes, and big lessons learned in the world of value management. As a management consultant at Accenture and as a business value consultant at Cisco Systems, Craig mastered the art and science of showing the real impact of technology to executives. Selling based on hype or vague assumptions, he quickly discovered, was the fastest way to lose their interest. Says Craig: “Clients kept nagging me with questions like, ‘How will your solution actually drive that kind of impact?’ and ‘Can my company really achieve those results?’” Often, Craig was surprised by the lack of solid evidence to back up the claims of technology companies and consultants. “Many vendors exaggerated the benefits to the point that CFOs and CIOs would laugh at the numbers,” Craig says. “It became clear to me that the only way to sell effectively was to build trust, stick to conservative estimates of business impact, and share real-life success stories.” When he left Cisco, Craig’s first client was Oracle, who at the time was going head-to-head with software giant SAP in the enterprise resource planning (ERP) space. The company’s CEO, Larry Ellison, had encouraged his sales team to develop a library of key performance indicators (KPIs) to definitively prove the benefit of Oracle’s products. Partnering with Oracle to develop that messaging and support their sales teams was the launching pad for Craig’s next career move—founding Mainstay with the mission of helping companies quantify and communicate the true business value of technology. Venky Lakshminarayanan followed a similar career path. A couple decades ago, he was fortunate enough to find himself at the intersection of business and technology in Silicon Valley, which had become the epicenter of massive technology-led business transformations. He cut his teeth at PwC, working on large, multiyear projects involving ERP, supply chain, and customer relationship management (CRM) software solutions. Back then, enterprise technology was all about selling product features— purely functional capabilities that we often referred to as “speeds and feeds.” “It seemed like good customer testimonials were the only way to demonstrate business value,” Venky says. “As I shifted into sales roles, I often wondered what that single factor is that could help us consistently win deals.” While Venky and his colleagues won a lot of deals, they also lost some. After one promising sale escaped their grasp, a CIO told him, “Your solution was probably the best, but we couldn’t articulate its business value to our CFO.” That was Venky’s lightbulb moment. “I realized then that business value is the real currency—the driving force—of the tech industry. That’s what led me to join Mainstay,” he recalls. Although the practice of value management was by and large a novelty when he arrived at Mainstay in 2010, the boutique consulting company was already breaking new ground in value management, evolving it into a science with predictable business outcomes. “I had the chance to work with global technology providers and their customers to understand and articulate the ROI of their investments,” he says. Later, while at ServiceNow—a Fortune 500 company that’s been named one of the world’s most innovative companies—Venky worked with an incredible team to build a companywide value management program that boosted pipeline, revenue, renewals, and customer expansion. Now, as chief revenue officer and president at Cron AI, a pioneer in autonomous technology, he is once again pushing the boundaries of what’s possible with a value-based selling approach. “Quantifying and communicating value is still at the heart of everything we do,” he says. “I believe value management is essential for every customer-facing function.”