To add to this, sometimes leadership will assume (or even imply) that there's some laziness involved in not wanting to jump immediately on-board with the complex proposal.

I often end up saying, "I can build this, and I will build this if product insists on it, but first let me suggest an alternative ordering of deliverables that starts with a simple implementation and moves towards this one." In almost every case, that simple implementation is still what's in production years later.