prest

how the ROI reports are calculated

the assumptions behind every figure, in plain words. illustrative estimates, not a promise of results.

the Prest0n employee

every price is per Prest0n employee: a month of work units that buys the finished work of an average employee’s productive month, without the overhead of a hire. the reports’ firms return fewer hours for each Prest0n employee than the typical month: their work uses more pr0 for each hour returned, and the cap on returned hours counts only part of it. so each report shows its firms’ own figure, once up to speed:

what a person costs

the comparison is a person, fully burdened: everything it costs to employ one, layer by layer, with the cost of a productive hour on its own.

how fast the work comes back

Prest0n’s own time is measured, not modeled: read from the production ledger, which stamps every billed task with its wall-clock time, as counts and times only.

how the ladder works

one price per Prest0n employee a month, by how many you hire and how you commit; the price of a pr0 only falls as the commitment rises. the reports value a pr0 at the rung of the primary offer, three employees on an annual commitment, and choose each firm’s plan as the cheapest count of employees, each count at its own rung.

your price and your allocation over time

the price card a subscription signs on never rises while it stays active. adding employees moves the whole team to that card’s rung for its size; if the price sold today is lower for that size, the subscription takes the lower one. renewals keep the card.

the adoption ramp

a team does not hand over all of its eligible work on day one. the model raises the share quarter by quarter in year 1, and even once up to speed it is never all of the work.

what an hour of a person is worth

every hour Prest0n returns is valued at the role’s full cost per productive hour: what a year of the person costs the firm, all overhead in, at the role’s own wage, over the hours a person actually produces work. pay and recruiting move with the wage, the other layers are the same for every role.

evidence grades

every task’s by-hand hours rest on evidence graded A (strongest), B or C (weakest). the weaker the evidence, the more the value of the time returned is reduced.

capacity, not cash

the cap on returned hours

returned hours for any one role are capped at a share of the month at work; grade-C volume is trimmed first. Prest0n still does, and is paid for, all of the work.

estimated professional time returned

the subscription page estimates the professional time Prest0n returns from the items a month finishes, at this time per item: how: for every task given to Prest0n (the tasks kept by hand left out), its hours returned (the hours by hand minus briefing, review and the chance of a redo, never below zero) are split across the items it produces in proportion to their pr0; each kind’s hours are then divided by its number of items, weighted by how often one full-time person does the task, across every task of the seven industries. a portal task counts as three task turns. capacity, not cash; an estimate for planning.

what these figures are

illustrative estimates, not a promise of results. what your firm sees depends on its work, its people and how much of that work it hands to Prest0n.

the assumptions

modeled estimates from the open ROI report, version 2026-11, prices as of 1 November 2026. returned hours are capacity, not cash; these are modeled, not guaranteed, and not a promise of results.

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