This is often why engineering needs aren't covered. Things are presented as risks and expense, instead of in terms of revenue. A $10,000 expense actually wipes out $10,000 in net profit, so you need to generate revenue sufficient to create $10,000 in net profit. Most companies have really rosy gross margins, but really tight net margins, so a $100K expense will take $2.8 Million in revenue to offset it. Finally, there is how risk frames what you present. If you come at me with "this might happen" the other side of the coin is "this might not happen", and most managers will avoid the certainty of expense for the possibility of an expense.
If you are working with a CEO, valuation is where it's at. Try to understand the swing in company valuation based on profit. Present to the CEO like this: "X is highly likely to happen within Y months, and it will impact $Z in net profits, leading to a change in company valuation of up to $N." Make sure $N is enough to matter. You just took 98% of the arguments against taking action off the table.