Every CTO knows the value of experimentation but do the rest of the executive suite? Proof of Concepts (PoCs), prototypes, and small tests are how we validate assumptions, reduce risk, and learn quickly. The more we learn in an early experiment, the more we de-risk the path to production quality products.
But here’s the hard truth: the value of an experiment isn’t only in the learning; it’s in how well you can sell it.
If stakeholders don’t understand the hypothesis you’re testing, the experiment you’re running, or the evidence you’ve gathered, your PoC will be dismissed as “tech tinkering” and resentment will grow that you’re not focusing on features for production. That’s where many experiments lose momentum: not because they failed technically, but because they failed to persuade.
Why Buy-In Matters
Early experiments are fragile. They’re lightweight by design, which also means they can be misunderstood or ignored. Without buy-in:
- Teams may not get the time or resources to run them.
- Executives may resist acting on the results.
- Stakeholders may continue to push for certainty when what’s needed is learning.
The challenge is clear: a PoC must be communicated as a business story, not just a technical result.
The CASE Framework for Selling Experiments
A simple way to translate an early experiment into a compelling narrative is to use the CASE framework:
- Context: Start with the business goal. Why does this matter right now? Anchor the conversation in outcomes leadership already cares about.
- Assumption: Name the hypothesis you’re testing. What are we uncertain about, and why is it risky to leave it untested?
- Solution: Describe the experiment itself in plain language. What’s the simplest test we’re running to learn more?
- Evidence: Show how you’ll measure results and what decision the outcome will inform. What’s the next step if it succeeds, or if it fails?
This structure keeps the focus where it belongs: on the business problem, the uncertainty, and the decision point (not the technical details of the test).
Common Barriers to Buy-In
Even with a clear framework, you may encounter resistance. Some of the most common challenges include:
- Executives want certainty, not experiments. Frame experiments as de-risking rather than guessing.
- Technical jargon creates confusion. Use simple analogies and business terms instead of architecture diagrams.
- Results aren’t clear-cut. Define success metrics and decision triggers before you start to avoid post-experiment debates.
Overcoming these barriers is part of the leadership role. It’s about creating alignment and trust, not just code.
From Experiments to Alignment
Selling the concept doesn’t mean spinning results or overselling potential. It means telling a clear, concise story about why the experiment matters, what we’ll learn, and how it shapes the path forward.
When CTOs master this skill, early experiments stop being seen as distractions and start being seen as accelerators. They become tools to build confidence across the organization, turning small tests into big shifts in direction and investment.
Because the truth is, the impact of a PoC isn’t only in what you test; it’s in how well you help others believe in the learning it creates.
If you are an early stage CTO with teams up to 20, and would like to have conversations about topics like this consider joining the 7CTOs Growth group coaching program where we talk about playbooks and frameworks like this every month!