Finance judges project proposals using terms like NPV, hurdle rates, and payback period. Meanwhile, on the plant floor, the people executing them are thinking in terms of downtime, throughput, and lead times. So it’s not surprising that critical context often gets lost. Result: projects that looked sound on paper start drifting from what operations actually needs to deliver.
This session unpacks where that translation breaks down: the assumptions finance bakes in that ops never sees, the operational realities that don’t make it back into the model, and the reporting gap that lets misalignment run for months before anyone catches it. We’ll close with a practical look at how tighter integration between capital planning and execution teams keeps both sides speaking the same language.