Findings & Money
The defining characteristic of a Lens audit is that every finding is sized in the dealership’s own currency. Not “declined-service capture needs improvement” — but “declined-service capture is recovering an estimated AED 1.1M/year less than it should.” This section explains how Lens produces those figures and what they mean.
What a finding contains
A finding is a specific, named impact area identified by Lens from the data you provide for a stage. Each finding contains:
| Field | What it shows |
|---|---|
| Title | The name of the finding — e.g. “Missed and abandoned booking calls” |
| Severity | HIGH, MED, or LOW — how material the impact is |
| Annual impact | The estimated annual revenue opportunity, in the dealership’s currency |
| Addressability | Whether the dealer can fix it — see below |
| Confidence | How strongly the evidence supports the finding — Low, Medium, or High |
| Current metric | What the dealer’s current performance looks like on the key indicator |
| Target metric | What the target or benchmark looks like |
| Recommended actions | 30/60/90-day actions to close the gap |
In the Working view, findings also show the reasoning chain — the step-by-step logic Lens used to arrive at the figure. In the Principal view, findings show only the headline, the money, and the action plan.
How the annual impact figure is calculated
The annual impact figure is not a guess or an AI estimate. It is a deterministic calculation from named inputs.
For each type of finding, Lens uses a specific formula. For example, the “Missed and abandoned booking calls” finding uses:
- Monthly RO volume
- Call abandonment percentage
- Average conversion rate from answered call to booked appointment
- Average labour value per RO
- Months in the projection period
The formula multiplies these inputs to produce an annual figure. The inputs come from the data you provide — documents, notes, and Key Indicators. If a precise figure is not available, Lens uses an estimate (shown with an “est.” badge) and marks the finding’s confidence accordingly.
The money arithmetic is computed by Lens, not by AI. The same inputs always produce the same figure. You can trace every number back to the inputs that drove it by expanding the “Lens reasoning” section inside a finding card in the Working view.
Addressability levels
Not every gap is within the dealership’s control. Lens classifies each finding by how much the dealer can actually do about it.
| Level | What it means |
|---|---|
| Dealer-addressable | The gap is within the dealership’s control; Lens recommends specific 30/60/90-day actions |
| Partly structural | Partly within the dealer’s control and partly constrained by market conditions or OEM policy; partial recommendations are provided |
| Structural | Not within the dealer’s control — market-driven or OEM-driven; reported for transparency but not actioned |
Only dealer-addressable and partly structural findings contribute to the Total Opportunity figure. Structural findings are reported separately.
This distinction matters for credibility. A Dealer Principal who sees “you’re leaving AED 800k/year on the table” wants to know that figure represents something they can actually close — not gaps driven by the local economy or OEM pricing policy.
Confidence levels
Each finding carries a confidence level — Low, Medium, or High — that reflects how strongly the available evidence supports the finding.
| Level | What it means |
|---|---|
| High | The key inputs are verified from hard data (DMS exports, call logs, financial statements) |
| Medium | Some inputs are verified; others are estimates from observations or interview notes |
| Low | The finding is based primarily on estimates or interview signals; hard data was not available |
A Low confidence finding is still a finding — it reflects a real pattern that the consultant observed. It tells the Dealer Principal: “we believe this gap exists, and this is our best estimate of its size, but it warrants further measurement.”
Editing recommendations
The finding itself — the money figure, the current and target metrics, the cause — is produced by Lens and is not directly editable in the interface. If you believe a figure is wrong, use the feedback loop: select the relevant text, add a comment, and resolve it. The document updates.
Recommended actions, however, are editable. Click on any recommendation text in the finding card to edit it inline. You can also add new actions with the + Add action button, specifying the horizon (30, 60, or 90 days), the action text, and the target outcome.
Structural findings do not have recommended actions — they are reported, not prescribed.
The Total Opportunity
The Total Opportunity is the headline figure shown in the Section Rail footer and at the top of the Synthesis stage. It is the sum of all dealer-addressable findings, de-duplicated.
De-duplication matters because some findings share an underlying cause. Improving booking call answer rates and improving online booking conversion both drive more ROs — counting both in full would double-count the same revenue. Lens identifies overlapping findings and counts the larger of the overlapping figures, not both.
The result is a conservative, defensible number. When you tell a Dealer Principal “the total addressable opportunity is AED 1.8M/year”, that figure holds up to scrutiny.
Always present the Total Opportunity with context: “This is the sum of all gaps we found that are within your control to close, after removing double-counting. Structural factors — market conditions and OEM constraints — are reported separately and are not included in this figure.”