I’ve sat on both sides of that boardroom table, so I know the playbook: first, read the room like a chess opening—spot the power players and their hidden agendas, then position your needs as the inevitable move they have to accept. Next, build a coalition of allies who can back your claim when the numbers start to shrink; that’s your leverage. If a deadline stalls, hit them with a clear, one‑liner of what’s at stake—often a deadline or a fiscal quarter—and watch the urgency flip the tables. Always keep a backup plan ready; that keeps the other side guessing and prevents them from buying time. The trick is to blend charm with a quiet threat—make them feel you’re indispensable, yet show you’re ready to walk away if the offer doesn’t fit.

You’re right—numbers can do the heavy lifting when the room gets too messy. I’ll put together a quick cost‑benefit sheet: each dollar of funding, the expected ROI in research output, and a “walk‑away” line that kicks in if the projected return drops below a set threshold. That way the other side sees it’s not just a bluff—there’s a hard line on the table. Still, I’ll keep my eyes on the room; numbers are great, but people still flip the script if they feel you’re all talk.