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Total Economic Impact
Cost Savings And Business Benefits Enabled By RethinkCare
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY RethinkCare, September 2025
Total Economic Impact
A FORRESTER TOTAL ECONOMIC IMPACT STUDY COMMISSIONED BY RethinkCare, September 2025
The modern workforce is facing rising mental health challenges, increased caregiving responsibilities, and a growing demand for neurodiversity support — needs that traditional employer-provided benefits often fail to meet. With an estimated 15% to 20% of the global population identifying as neurodiverse, employers are under pressure to offer inclusive, scalable solutions that address personal and professional well-being across diverse populations.1
RethinkCare is a globally scalable behavioral and mental health platform designed to support neurodivergent, disability, and caregiving communities at work and at home. It offers clinical Board Certified Behavior Analyst support and coaching, step-by-step support for employees and managers, and digital tools and training courses for focus, executive functioning, and workplace success. These features help employees build actionable, repeatable skills for navigating challenges in parenting, work, and personal growth. For organizations, RethinkCare provides built-in tools to drive engagement through automated internal campaigns and enables data-driven decision-making with comprehensive analytics that track employee experience and utilization.
RethinkCare commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying RethinkCare.2 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of RethinkCare on their organizations.
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed four decision-makers with experience using RethinkCare. For the purposes of this study, Forrester aggregated the experiences of the interviewees and combined the results into a single composite organization, which is a global, multibillion-dollar organization with 50,000 employees. The target population for RethinkCare at the composite organization is 20%, and engagement within this population increases by 5% year over year. The engagement rate is 5% in Year 1, 10% in Year 2, and 15% in Year 3.
Interviewees said that prior to using RethinkCare, their organizations relied on traditional benefits programs like employee assistance programs (EAPs) and medical coverage, which often lacked the specialization and accessibility needed to support neurodivergent employees and caregivers. However, prior attempts to offer programs yielded limited success, leaving them with fragmented support systems, low engagement, and unmet employee needs in executive function coaching, behavioral health, and parenting challenges. These limitations led to frustration among employees, underutilized benefits, and missed opportunities to improve well-being and retention.
After the investment in RethinkCare, the interviewees described a noticeable shift toward more inclusive, targeted, and scalable support for their workforce. Key results from the investment included increased employee engagement that improved productivity, vendor consolidation savings, improved satisfaction with benefits offerings, and stronger retention and personal transformation among users.
Quantified benefits. Three-year, risk-adjusted present value (PV) quantified benefits for the composite organization include:
Increased productivity, including reduced presenteeism and time off, across 15% of the target employee base by Year 3. The composite organization invests in RethinkCare to help address issues with absenteeism and excessive time off for employees who may be struggling with stress, caregiving responsibilities, and executive functioning challenges. Across the 20% target population of employees who face these challenges, 5% engage with RethinkCare in Year 1, 10% by Year 2, and 15% by Year 3. Employees who engage with RethinkCare improve their productivity by 3%. Over the course of three years, the productivity improvement enabled by RethinkCare is worth more than $2.8 million to the composite organization.
Vendor consolidation savings of $375,000 per year. The composite organization retires vendor partnerships that overlap with the comprehensive tools offered by RethinkCare and that lack coverage in areas RethinkCare can address. On average, the cost per employee per retired vendor partnership is $7.50. Over the course of three years, vendor consolidation savings are worth $793,000 to the composite organization.
Unquantified benefits. Benefits that provide value for the composite organization but are not quantified for this study include:
Bridging coverage gaps. RethinkCare fills critical gaps left by traditional medical and EAP benefits by offering specialized services like executive function coaching and behavioral health support. These services are often out-of-network or beyond the scope of standard coverage, making them inaccessible or prohibitively expensive through traditional plans.
Increasing employee loyalty and retention. RethinkCare enables employees to address personal and professional challenges that impact their well-being and performance. This helps employees feel supported and empowered — often at pivotal moments.
Supporting global scalability. RethinkCare’s platform is designed to support a global workforce and has strong adoption and engagement outside the US. This makes it a scalable solution for multinational organizations seeking consistent, high-quality support across regions.
Costs. Three-year, risk-adjusted PV costs for the composite organization include:
RethinkCare licensing costs. RethinkCare uses a per-employee licensing model that offers predictable, flat-rate pricing regardless of utilization levels. Over the course of three years, RethinkCare licensing costs are approximately $1.6 million for the composite organization.
Internal rollout and project management costs. Internal labor associated with the RethinkCare rollout is low, and program management costs include quarterly business review meetings. Over the course of three years, internal rollout and project management costs are approximately $1,000 for the composite organization.
The financial analysis that is based on the interviews found that a composite organization experiences benefits of $3.6 million over three years versus costs of $1.6 million, adding up to a net present value (NPV) of $2.0 million and an ROI of 119%.
Target employee engagement rate by Year 3
Return on investment (ROI)
Benefits PV
Net present value (NPV)
Payback
| Role | Industry | Region | Organization Size | Total Employee Engagement Rate |
|---|---|---|---|---|
| Global benefits manager | Technology | HQ in US, global operations | 183,000 employees $350 billion annual revenue |
4% |
| Benefits program manager | Healthcare and distribution | HQ in US, US operations | 80,000 employees $359 billion annual revenue |
2.5% |
| VP, global health, safety, and environment (HSE) operations | Engineering | HQ in US, global operations | 45,000 employees $11.5 billion annual revenue |
n/a |
| VP, global benefits | Entertainment | HQ in US, global operations | 11,000 employees $10 billion annual revenue |
5% |
Prior to implementing RethinkCare, interviewees discussed how their organizations relied on fragmented solutions to support employee mental health, caregiving, and personal development. These included traditional EAPs that were limited in scope and engagement, ad hoc wellness initiatives, and external referrals for coaching or therapy. Processes were often reactive rather than proactive, with minimal data visibility and low utilization rates. Employees struggled to find accessible, personalized support, and HR teams lacked the tools to measure impact or drive meaningful change across diverse populations.
Interviewees noted how their organizations struggled with common challenges, including:
Risk of productivity loss, absenteeism, and potential leaves of absence due to stress. Before implementing RethinkCare, interviewees discussed the risk of productivity loss and costly leaves of absence due to employees struggling with caregiving stress or neurodivergent challenges. Without targeted support, employees often had few options other than stepping away from work. The global benefits manager at a technology company commented, “We used to recommend employees take some time off … which is the absolute last thing that an accommodations process or team members should be recommending.”
No formal or global programs for neurodivergent employees or caregivers. Interviewees discussed how their organizations lacked structured, scalable programs to support neurodivergent employees or caregivers, relying instead on fragmented local efforts or informal networks. RethinkCare filled a critical gap by offering a unified, global solution. The benefits program manager at a healthcare and distribution organization commented, “We did not have an official program … just kind of a support group.”
Gaps in medical coverage for applied behavior analysis (ABA) therapy and parenting support. Interviewees discussed how their employees often faced out-of-pocket costs or lacked access to adequate support for ABA therapy and parenting guidance, prompting their organizations to seek solutions that could bridge those gaps. RethinkCare provided accessible, expert-led resources that complemented existing coverage. The benefits program manager at a healthcare and distribution organization commented, “There was a lot of shifting in what medical coverage would cover … but there was a gap here, so what could we do to close it?”
Insufficient tools for executive functioning and mental health needs. Traditional tools like EAPs and generic apps failed to meet the specialized needs of employees with executive functioning challenges, leaving HR teams without effective support mechanisms. RethinkCare introduced targeted coaching and resources that addressed these gaps. The VP of global HSE operations at an engineering organization commented, “The main [needs are] around executive functioning, … personal growth and development, and emotional quotient.”
Poor visibility and fragmented benefits access. Employees often struggled to find and access the benefits available to them, resulting in underutilization and missed opportunities for support. RethinkCare’s integration and targeted communication helped improve visibility and engagement. The VP of global benefits at an entertainment organization commented: “We do see spikes in engagement when we communicate it more. … The more airtime, the more it’s known and gets used.”
The interviewees searched for a solution that could:
• Provide specialized support for neurodivergent individuals and caregivers, including coaching and parental guidance.
• Offer a low-cost, high-impact, accessible, and easy-to-use solution with virtual expert consultations.
• Result in positive employee feedback, high Net Promoter Score ℠, and measurable stress reduction.3
• Scale globally, with the potential to support international employees.
• Align with their organization’s inclusivity goals and talent strategy.
Based on the interviews, Forrester constructed a TEI framework, a composite company, and an ROI analysis that illustrates the areas financially affected. The composite organization is representative of the interviewees’ organizations, and it is used to present the aggregate financial analysis in the next section. The composite organization has the following characteristics:
Description of composite and characteristics. The organization is a global, multibillion-dollar enterprise with 50,000 employees. Although RethinkCare’s benefits are available companywide, the composite organization strategically drove the investment to advance inclusivity and provide targeted support for neurodivergent individuals and working parents who collectively represent 20% of the total employee population. This initiative reflects a broader commitment to fostering a more equitable and supportive workplace culture, especially for historically underserved employee segments.
50,000 total employees
20% target population
Target personas are neurodivergent individuals and parents/caregivers
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Productivity improvement enabled by RethinkCare | $583,440 | $1,166,880 | $1,750,320 | $3,500,640 | $2,809,805 |
| Btr | Vendor consolidation savings | $318,750 | $318,750 | $318,750 | $956,250 | $792,684 |
| Total benefits (risk-adjusted) | $902,190 | $1,485,630 | $2,069,070 | $4,456,890 | $3,602,489 |
Evidence and data. Interviewees discussed how RethinkCare was a catalyst for improving employee productivity across their organizations by offering specialized, accessible support for neurodivergent individuals and caregivers. They highlighted the suite of tools designed to help employees improve productivity by reducing mental load and enhancing executive functioning, including one-on-one coaching for challenges like time management, focus, and task initiation; unlimited virtual consultations with clinical experts; and a self-service platform with a comprehensive content library. Employees who previously struggled with stress, caregiving responsibilities, or executive functioning challenges could remain engaged and avoid costly leaves of absence as a result of the platform’s expert-led coaching and parental guidance.
The VP of global benefits at an entertainment organization highlighted the impact of RethinkCare on avoided leaves of absence, commenting: “We’ve had about three cases since offering it where the situations were really dire and the employees wanted time off. We said, ‘Hey, try RethinkCare,’ and they were able to stay actively at work.”
The VP of global HSE operations at an engineering organization described that their investment in RethinkCare was a strategic move to support caregivers and neurodivergent employees, helping them stay focused and productive during increasingly complex and stressful times. They commented: “[Our investment] was definitely around productivity. It was also around people’s ability to stay focused. And so for us, the return on investment is having our employees be able to maintain productivity in these times.”
The global benefits manager at a technology company discussed their productivity use case for offering a tool like RethinkCare for parents with neurodivergent children. They said, “It can take a lot of time, and it can be quite a distraction on a day-to-day basis when you’re trying to support a child that has some unique needs, … which is negatively impacting their own mental health and well-being and their productivity while at work.”
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
There are 50,000 employees in the composite organization. Twenty percent are in the target population for RethinkCare, which includes neurodivergent individuals and parents/caregivers.
Of the 20% target employee population, 5% engage with RethinkCare in Year 1, 10% in Year 2, and 15% in Year 3. The benefit considers the sustained productivity gains of users who may not have engaged consistently each year, but who were better equipped to manage their challenges after using the platform’s resources.
There is a 3% productivity improvement for employees that engage with RethinkCare.
There is a 50% productivity recapture for the increase in productivity, which includes reduced presenteeism and time off.
The fully burdened hourly rate for an employee is $44.
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this benefit will vary depending on:
The number of employees and the target population of neurodivergent individuals and parents/caregivers.
The engagement rate based on employee awareness of the platform.
The fully burdened hourly rate for an employee.
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $2.8 million.
Engagement rate by Year 3
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | Total employees | Composite | 50,000 | 50,000 | 50,000 | |
| A2 | Percentage of employees that are the target population of RethinkCare | Composite | 20% | 20% | 20% | |
| A3 | Percentage of target population engaging with RethinkCare | Interviews | 5% | 10% | 15% | |
| A4 | Employees engaging with RethinkCare | A1*A2*A3 | 500 | 1,000 | 1,500 | |
| A5 | Percentage improvement in productivity for employees that engage with RethinkCare | Interviews | 3% | 3% | 3% | |
| A6 | Productivity recapture | TEI methodology | 50% | 50% | 50% | |
| A7 | Productive time recaptured for employees who engage with RethinkCare (hours) | A4*A5*A6*2,080 | 15,600 | 31,200 | 46,800 | |
| A8 | Fully burdened hourly rate for an employee | Composite | $44 | $44 | $44 | |
| At | Productivity improvement enabled by RethinkCare | A7*A8 | $686,400 | $1,372,800 | $2,059,200 | |
| Risk adjustment | ↓15% | |||||
| Atr | Productivity improvement enabled by RethinkCare (risk-adjusted) | $583,440 | $1,166,880 | $1,750,320 | ||
| Three-year total: $3,500,640 | Three-year present value: $2,809,805 | |||||
Evidence and data. Interviewees discussed consolidating vendor offerings that overlapped with RethinkCare’s comprehensive tools, which helped streamline their benefits ecosystem and expanded support for neurodivergent employees and caregivers. Several interviewees noted that before RethinkCare, they relied on fragmented or boutique providers that lacked scalability or comprehensive offerings. By transitioning to RethinkCare, they could sunset overlapping services and centralize support under one platform.
The global benefits manager at a technology organization retired three partnerships after implementing RethinkCare. They commented: “We deprecated our partnership with a boutique firm that was supporting our wellness space in the US. There was another boutique vendor that we retired in the UK and Ireland as well that we were using for similar services, where utilization dropped off dramatically because we’re obviously redirecting the coaching aspect to RethinkCare.”
The benefits program manager at a healthcare and distribution organization discussed vendor consolidation with RethinkCare. They said: “RethinkCare helped us streamline our offerings. We were able to sunset smaller programs that didn’t scale and consolidate under one platform.”
The global benefits manager at a technology organization discussed that in addition to being a comprehensive platform, RethinkCare’s clear pricing model was a key driver in consolidating other vendor partnerships. They commented: “RethinkCare … has a really clear, simple, straightforward pricing model. … For a lot of these other suppliers … it was kind of a fee-for-service-type pricing model, and we thought, ‘We don’t know how to budget for this.’”
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
There are 50,000 employees in the composite organization.
On average, the cost per employee associated with retired vendor solutions is $7.50.
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this benefit will vary depending on the current benefit partnerships that overlap with RethinkCare’s offering.
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $793,000.
Vendor consolidation savings per year
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | Employees | A1 | 50,000 | 50,000 | 50,000 | |
| B2 | Average cost per employee associated with retired vendor solutions | Interviews | $7.50 | $7.50 | $7.50 | |
| Bt | Vendor consolidation savings | B1*B2 | $375,000 | $375,000 | $375,000 | |
| Risk adjustment | ↓15% | |||||
| Btr | Vendor consolidation savings (risk-adjusted) | $318,750 | $318,750 | $318,750 | ||
| Three-year total: $956,250 | Three-year present value: $792,684 | |||||
Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:
Bridging coverage gaps. Interviewees discussed how RethinkCare filled critical gaps left by traditional medical and EAP benefits by offering specialized services like executive function coaching and behavioral health support. These services are often out-of-network or beyond the scope of standard coverage, making them inaccessible or prohibitively expensive through traditional plans. The global benefits manager at a technology organization commented: “We’d try to cram that square peg into that round hole with obviously very, very limited results. … Our EAP provider has subsequently told us, ‘No, that’s not really our jam in terms of executive function coaching; … that’s highly specialized.’”
Increasing employee loyalty and retention. Interviewees discussed how RethinkCare enabled employees to address personal and professional challenges that impacted their well-being and performance. This helped their employees feel supported and empowered — often at pivotal moments. The global benefits manager at a technology organization commented: “Anecdotally, an employee who used RethinkCare shared, ‘Hey, I basically had one foot out the door. … After engaging with this program, actually, now I’m thriving.’”
Supporting global scalability. Interviewees discussed that RethinkCare’s platform is designed to support a global workforce and had strong adoption and engagement outside the US. This made it a scalable solution for their multinational organizations that sought consistent, high-quality support across regions. The VP of global HSE operations at an engineering organization commented: “One of the things around RethinkCare is it’s truly global, and we have more users outside of the US than we do inside the US. It’s picked up really well in the international market.”
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement RethinkCare and later realize additional uses and business opportunities, including:
Downstream benefits. Some interviewees found that RethinkCare delivered value beyond immediate mental health or coaching needs by addressing everyday parenting challenges that can significantly impact employee well-being, productivity, and out-of-pocket costs. The VP of global benefits at an entertainment organization commented: “We actually promoted RethinkCare to our parents group because it can help with sleep training, which I wasn’t aware of. That was super sought after by a big percentage of the population that was on the call.”
Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Total Economic Impact Approach).
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Ctr | RethinkCare licensing costs | $0 | $661,500 | $661,500 | $661,500 | $1,984,500 | $1,645,053 |
| Dtr | Internal rollout and program management costs | $369 | $295 | $295 | $295 | $1,253 | $1,102 |
| Total costs (risk-adjusted) | $369 | $661,795 | $661,795 | $661,795 | $1,985,753 | $1,646,155 |
Evidence and data. Interviewees discussed that their partnership with RethinkCare used a per-employee licensing model that offered predictable, flat-rate pricing regardless of utilization levels. Interviewees noted that this structure allowed their organizations to budget confidently, knowing they would pay the same amount whether one employee or thousands engaged with the platform.
Pricing may vary. Contact RethinkCare for additional details.
Modeling and assumptions. Based on the interviews, Forrester assumes that the composite pays $630,000 per year in RethinkCare licensing costs.
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this cost will vary depending on factors such as the number of employees.
Results. To account for these risks, Forrester adjusted this cost upward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.6 million.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| C1 | RethinkCare licensing costs | Composite | $630,000 | $630,000 | $630,000 | |
| Ct | RethinkCare licensing costs | C1 | $0 | $630,000 | $630,000 | $630,000 |
| Risk adjustment | ↑5% | |||||
| Ctr | RethinkCare licensing costs (risk-adjusted) | $0 | $661,500 | $661,500 | $661,500 | |
| Three-year total: $1,984,500 | Three-year present value: $1,645,053 | |||||
Evidence and data. Interviewees discussed that the internal rollout of RethinkCare was low-effort and scalable and placed a minimal program management burden on their HR teams. As a self-service benefit, the platform allowed employees to access resources directly and schedule consultations without needing HR involvement.
Interviewees also noted that program management typically involved quarterly business reviews and light-touch coordination, which made it easy to maintain and promote internally through grassroots efforts and employee resource groups.
Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:
The composite’s global benefits manager spends 5 hours on the RethinkCare initial rollout.
The global benefits manager spends 1 hour per quarter, or 4 hours per year, on quarterly business reviews with RethinkCare.
The fully burdened hourly rate for a global benefits manager is $67.
Risks. Forrester recognizes that these results may not be representative of all experiences. The impact of this cost will vary depending on factors such as the roles involved in the internal rollout and ongoing management.
Results. To account for these risks, Forrester adjusted this cost upward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1,000.
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| D1 | Internal labor time spent on initial RethinkCare rollout (hours) | Interviews | 5 | |||
| D2 | Ongoing labor time spent on program management (hours) | Interviews | 4 | 4 | 4 | |
| D3 | Fully burdened hourly rate for a global benefits manager | Composite | $67 | $67 | $67 | $67 |
| Dt | Internal rollout and program management costs | (D1+D2)*D3 | $335 | $268 | $268 | $268 |
| Risk adjustment | ↑10% | |||||
| Dtr | Internal rollout and program management costs (risk-adjusted) | $369 | $295 | $295 | $295 | |
| Three-year total: $1,253 | Three-year present value: $1,102 | |||||
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($369) | ($661,795) | ($661,795) | ($661,795) | ($1,985,753) | ($1,646,155) |
| Total benefits | $0 | $902,190 | $1,485,630 | $2,069,070 | $4,456,890 | $3,602,489 |
| Net benefits | ($369) | $240,395 | $823,835 | $1,407,275 | $2,471,137 | $1,956,334 |
| ROI | 119% | |||||
| Payback | <6 months |
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the composite organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
From the information provided in the interviews, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in RethinkCare.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that RethinkCare can have on an organization.
Interviewed RethinkCare stakeholders and Forrester analysts to gather data relative to RethinkCare.
Interviewed four decision-makers at organizations using RethinkCare to obtain data about costs, benefits, and risks.
Designed a composite organization based on characteristics of the interviewees’ organizations.
Constructed a financial model representative of the interviews using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewees.
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Benefits represent the value the solution delivers to the business. The TEI methodology places equal weight on the measure of benefits and costs, allowing for a full examination of the solution’s effect on the entire organization.
Costs comprise all expenses necessary to deliver the proposed value, or benefits, of the solution. The methodology captures implementation and ongoing costs associated with the solution.
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. The ability to capture that benefit has a PV that can be estimated.
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PV of costs and benefits feed into the total NPV of cash flows.
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
1 Source: Nancy Doyle, Neurodiversity at work: a biopsychosocial model and the impact on working adults, British Medical Bulletin, September 30, 2020.
2 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
3 Net Promoter and NPS are registered service marks, and Net Promoter Score is a service mark, of Bain & Company, Inc., Satmetrix Systems, Inc., and Fred Reichheld.
Readers should be aware of the following:
This study is commissioned by RethinkCare and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in RethinkCare.
RethinkCare reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
RethinkCare provided the customer names for the interviews but did not participate in the interviews.
Nikoletta Stergiou
September 2025
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