MRM programs have impacted several operational and safety issues. However, many of these programs did not target a particular safety or performance goal by design. Consequently, MRM champions have had difficulty in presenting financial justification for the continuation of their programs. This paper presents a model that accounts for extraneous influences on the performance/ safety changes while distilling the specific effects of MRM training or other interventions on the corporate bottom-line. It also presents a case for strategic implementation of MRM programs with specific ROI goals.