Buying Time, Not Tools: How to Pitch Event Tech Internally (Without the Hype)

You know the tech would help but the CFO’s asking for proof, not promises.

Selling event tech internally isn’t about pitching “features” or “innovation.” It’s about translating operational headaches into business risks, and showing how not only time saved = cost saved, but how early strategic planning can open up opportunities for additional revenue that weren't obvious before.

And let’s be honest; in the current climate nice to have won’t cut it.

The Problem: The Language Barrier

Tech leads and ops managers often get stuck in the middle.

They see the friction:

 • last minute redraws

 • missed approvals

 • endless email chains

 • conversations lost in translation between teams

But when they try to explain why something like a visualisation platform matters, their case doesn’t land.

Why?

• The slides are too technical.

• The savings are vague.

• The benefits sound like “cool features,” not actual risk mitigation.

If it doesn’t show up on someone else’s spreadsheet, it won’t show up in the budget.

Don’t pitch a platform. Pitch a problem solved.

The Fix: Reframe the Ask

Instead of: “We want this immersive platform”

Try: “We can cut 2 site visits per project and reduce our risk of non compliance.”

Instead of: “It has a cinematic visualisation engine”

Try: “This helps our stakeholders sign off faster, which avoids delays.”

It’s not about what the tool can do. It’s about what it prevents, or adds.

Practical Ways to Strengthen the Case

1. Track the friction: Log hours lost to versioning issues, last minute changes, or miscommunications.

2. Bring a story: Describe a previous project where approvals were delayed or site changes cost money.

3. Quantify, don’t oversell:  "We’ll save 20% of pre production hours” is credible. “It’ll transform everything” gets eye rolls.

4. Spread the value across departments: If the budget request comes from one team, it’s harder to justify. But if ops, safety, and creative all benefit? It’s not a wish list, it’s a shared tool.

The most convincing tech case? Not what it does, but who it helps. If the board sees it as only your tool, it won’t fly. If it saves three teams' time? You’re in.

Real World Example

Recently, The Imagination Collaborative built a digital twin of a 6,000 seat arena for a client; a major band preparing for their anniversary tour.

During a routine review, we spotted something seemingly minor: the stage was 400-500mm too low.

The result? The front row would’ve blocked the view for the section behind. In a live setting, that would normally have been discovered post build.

Cue rework, overtime, cost blowout, and a very unhappy tour manager.

But because they had a fully accurate digital replica, we caught it early. Fixed it. Validated it. The build went up once - correctly - and stayed there.

That’s not just “time saved.” That’s a reputational mess dodged, a venue layout improved, and a production team who didn’t spend the night before opening night in crisis mode.

Final Thoughts

Good event tech doesn’t just look slick. It saves time, reduces risk, and makes other people’s jobs easier.

If you're pitching it, pitch the ripple effects, not the spec sheet.

What’s the biggest barrier you’ve hit getting tech approved internally?