Suggesting an outside source to help save your company time and money can be an uncomfortable topic to bring up, especially when dealing with senior leadership like your CEO and peers. However, when it comes to complex and time‐sensitive processes like the lien process, exploring ways to streamline these tasks can provide significant cost savings, reduce risks, and improve efficiency. If you're considering setting up a demo with a company that specializes in lien services, here's how you can approach the conversation:

Before approaching your CEO or peers, clearly identify the challenges your team faces with the lien process. Is the paperwork overwhelming? Are deadlines missed, leading to lost opportunities? Perhaps there's a lack of in‐house expertise, or the team spends too much time managing the process manually. By framing the conversation around solving specific problems, you'll be able to make a compelling case for why an outside service can help.

For example, you could say: "I've noticed that the lien filing process has been causing delays, and we're at risk of missing critical deadlines. I've found a service that could streamline this process and ensure we never miss a filing again, saving us both time and money."

It's essential to emphasize how using an outside service can help save both time and money. The lien process often involves complex paperwork, tight deadlines, and legal requirements that can be time‐consuming. A third‐party service could help automate and manage this process, allowing your team to focus on more strategic initiatives.

For example: "By using a dedicated lien service, we can reduce the time spent on manual paperwork, avoid costly mistakes, and ensure we are compliant with all regulations. This would free up valuable time for our team, ultimately improving our bottom line."

To avoid making the conversation feel like an unsubstantiated proposal, do your homework and present hard facts. Provide data or case studies showing how other companies have benefited from using these services. If possible, include an ROI estimate or testimonials from other organizations of similar size and industry. This can make your case more persuasive and show that the service is not only practical but also effective.

For example: "I looked into other companies in our industry, and many have successfully implemented these services, saving up to 30% of the time spent on lien‐related tasks. Based on their experiences, I believe we could see similar results."

Sometimes, the best way to overcome initial resistance is to suggest a low‐risk trial. Propose setting up a demo or pilot program with the company providing the lien services. This allows your team to evaluate the tool without a long‐term commitment.

For example: "How about we set up a demo with this company so we can evaluate how their system works and if it truly aligns with our needs? It would give us a clearer understanding of how it could fit into our processes without any long‐term commitment."

Finally, align the proposal with your company's broader goals. If your company is focused on improving efficiency, reducing operational costs, or staying ahead of regulatory changes, emphasize how an outside lien service fits into these priorities. By connecting the proposal to the larger vision, you increase the likelihood that your CEO and peers will see it as a strategic move rather than a tactical expense.

For example: "Our company is committed to improving operational efficiency, and using a streamlined lien service would directly support that goal by reducing manual work, lowering risk, and ensuring we're compliant with all regulations."

Bringing up the idea of using an outside service to help with the lien process doesn't have to be uncomfortable. By framing it as a solution to existing problems, emphasizing time and cost savings, doing your research, offering a trial, and aligning with company goals, you can make a compelling case that resonates with your CEO and peers. At the end of the day, the goal is to improve the efficiency and profitability of the company‐and that's something everyone can get behind.