Hi Platform enthusiasts, I am currently trying to find a better way of storyline on the adoption and value to move to enterprise platform as a product. I have developed with my team but those capabilities are built by smaller teams as well in small scale which serves the purpose. However we have certain unique advantages, Can you share if you guys also faced this with SVP level executives buy in. Goal of this was to get funding for migrate smaller platform to centralised one developed by our team.

It really is about the context for your "platforms",but i kinda understand that the smaller platforms are more like guidelines how to deploy and operate instead of a platform? But start with the basics - time to market for teams using existing workflows, anyhthing that sticks out as really bad, the cost of the workflows you have (both tech and headcount) v expected efficiency, whats included in the offering (could enterprise level cover more governance, security etc). You can also build hypothesis on running multiple "platforms" v an enterprise(Thinnest viable platform version) one over 1-3 years and then display the savings in terms of cost of missed opportunity/money depending on the flavour of your SVPs. Fairly certain you will easily find cases where you have built multiple different solutions for the same problem so that is a good thing to highlight as an issue you are trying to solve. The proposal does not need to be 0-100 in 1 second but about centralisation and improvements on the current situation that will be the foundation of the platform direction that you can iterate and expand. If done well imho, you can even sell this in a way where you are not asking for funding for a new project but you are selling a way of working that you as an expert feel will improve the current situation (still need to mention people upskill/replacement for more suitable profiles). You can frame all of this with currently available industry metrics, ie DORA or industry samples of platform engineering executed well.