Methodology
How WhereAI decides what ranks first
An Opportunity Map compares the opportunities you tell us about, using the numbers you enter, and shows the assumptions behind every figure. Nothing below is a benchmark, an industry average or a forecast.
The four lenses
Work & operations
Recurring work that people do repeatedly: processing, preparing, chasing, filing.
What it asks for: People involved, weekly hours, pay rates, how repeatable the work is and how much judgment it needs.
Decisions & intelligence
Recurring decisions and the research or analysis that feeds them.
What it asks for: How often the decision happens, preparation time, how available the information is, the cost of delay and whether approval is required.
Customers & growth
Response, follow-up, personalization and service across the customer journey.
What it asks for: Monthly volume, response time, conversion rate where you have one, customer value, how repeatable contact is and whether escalation is needed.
Products & services
New ways to package expertise or serve customers. Treated as exploratory.
What it asks for: The problem, the intended audience, the evidence that someone wants it, any durable advantage and whether expert oversight exists.
How candidates are ranked
Each opportunity is scored on the dimensions its lens can actually support: the size of the value available, readiness (whether the information and systems are in place), how much human judgment the work needs, implementation complexity, the strength of the evidence you supplied, and the effort likely required. The ranking combines value with how easy the opportunity looks to start, which is why a smaller but very ready opportunity can rank above a larger one that is not ready.
Opportunities from different lenses are not mathematically identical. A capacity figure and a revenue scenario are different kinds of number, so a cross-lane ranking is a list of candidates to investigate in order — not a claim that one is worth exactly more than another.
How the numbers work
- Every financial figure is arithmetic on your own inputs — hours, people, pay rates, volumes and values you entered.
- Capacity value is the value of time returned at the rates you gave. It is not cash saved and not profit. Realizing it requires a decision about what that time is used for.
- Revenue scenarios are kept separate from capacity and are shown as scenarios, never blended into one headline number.
- Product and service ideas without defensible economics are not given a fabricated return. They stay exploratory, with the evidence you have and the evidence you would need.
- Addressable ranges are shown as ranges, with the assumptions and the unknowns printed next to them, so you can correct anything that is wrong.
Calculation and wording are separate
The calculations and the ranking are deterministic: the same inputs always produce the same map. Explanatory wording around those results is a presentation layer and does not change any number.
What a map is, and is not
An Opportunity Map is a planning estimate for internal decision-making. It is not financial advice, an audit, a guarantee of savings or revenue, or an implementation quote. The optional $79 Implementation Planning Brief turns the leading opportunity into a planning artifact — still not an engineering design, statement of work or guaranteed business case.