When your clients invest in solving problems the right way, everyone wins. That’s why, we can’t emphasize this next part enough—the reason you should persuade decision-makers to increase their budget for analysis comes down to this: you want to do good work to solve your client’s challenges. You want to fix the problem thoroughly and accurately, and when a client agrees to spend more, it’s a sign that they also see the value in solving the problem accurately and thoroughly.

Spending money on better analysis isn’t just a box to check. It’s an opportunity to get a clearer picture of what’s happening underground and above ground. And that data drives better solutions. Whether it’s identifying contaminant flow, understanding subsurface hydrology, or modeling potential risks, having better information up front helps avoid expensive surprises later.

Ultimately, when your client agrees to fund deeper analysis, they’re not just funding more work—they’re funding better results. That’s worth advocating for.

Despite the importance of advocating for deeper analysis, this can still be a tough conversation. Why? Because unlike tools or technology that promise visible ROI, analysis often doesn’t come with a shiny deliverable. You’re often asking decision-makers to invest in reducing risk or improving efficiency, which can be hard to quantify in the moment.

Your client might be saying, “This isn’t money that makes me money,” because you’re trying to sell the idea that spending more now will either reduce their future costs or help them avoid mistakes. That kind of value can be tough to explain, especially when the future benefit feels uncertain or far off. That’s why it’s crucial to reframe the conversation. 

Help your client understand what it will cost them not to do the additional analysis. If you’re certain that better data will reduce the risk of failure, overspending, or regulatory penalties, show them exactly how. What are the long-term implications of skipping the deeper analysis? What’s the financial downside of guessing instead of knowing? Once your client understands the risks they’re avoiding—and the costs they’re controlling—they’ll be more likely to approve the budget increase you’re asking for.

Of course, the type of client you’re working with plays a huge role in how easy (or difficult) this conversation will be. 

If you’re working with a company in resource exploration, you’ve got an easier sell. These industries are naturally driven by resource estimation and production value. In their minds, every dollar spent on more precise data can lead to millions in future revenue. It’s a traditional investment mindset—and that makes your job easier.

But maybe you’re working with decision-makers whose motivation is regulatory compliance. That’s a tougher hill to climb. These clients aren’t necessarily looking to optimize outcomes—they’re just trying to submit the form, check the box, and move on. For them, upselling might be a lost cause. Unless, that is, you can reposition the project. 

If there’s a legitimate environmental or financial risk at play, and the analysis you’re recommending can help reduce future liability or avoid costly mistakes, then you’ve got something to work with. But you still have to help them move from “I just need this form done” to “I’m getting real value from this investment.” In this case, it’s all about showing how additional analysis serves more than just a bureaucratic requirement—it protects their assets, improves their outcomes, and keeps them out of trouble down the road.

Here’s your best strategy, regardless of the client or their industry: spend a little time putting yourself in their shoes. Ask yourself: What does this client really want to accomplish? What outcome are they hoping for? And how can the services you provide—especially more in-depth analysis—help them get there?

Once you’re clear on their goals, show them how your recommendations support those goals. Don’t just say, “We need to do more analysis.” Say, “Doing this extra analysis will reduce the chance of costly rework by 40%” or “This survey gives us the data we need to keep the project on track and within budget.” Your client might not naturally make the connection between data and results. That’s your job—and the more clearly you can show the link between your work and their success, the more likely they’ll be to say yes.