You have developed a product that could directly save $700 per month for the organisation. You have told about this to your reporting manager (a part-time consultant) and, he without seeing the product directly turned down to take it forward. He always tries to get the project outsourced to his affiliates partner (maybe he will have his cut in doing so). You presented the same to other stakeholders too and they are impressed and would like to go ahead with it and suggested to keep working on the same, as they had few suggestions to implement. You are working on this and your that product is quite close to cut the winning ribbon.
The problem here is, none of the stakeholders now taking the responsibility to talk to your reporting manager who turned down your idea without having a single glance at it, because he is quite close to the Managing Director of the company.
TBH, the reporting manager has never cared of you as a team. Even in his maiden visit to the office in a month, he wouldn't feel to check on what you or your team are working on. Absolutely, no direction and no Support you'll have from him.
So my questions are:
How to handle such a reporting manager?
How to push the product ahead?
If you push the product then expect a backfire from your reporting manager that can impact your appraisal and performance.
If I were you, How would you have handled this situation?