Where the technology budget actually goes.
A cost model that reconciles to your ledger, the run-against-change split nobody can produce on demand, and a savings list with a name and a date against each item.
4 weeks · built with your finance team · reconciles to the GL
Technology spend, in one line, unexplained.
Most IT budget arguments are stuck because nobody can separate what keeps the estate alive from what changes the business.
- 01What the general ledger actually holds, and how much of it is coded somewhere unhelpful.
- 02The run-against-change split, applied consistently rather than by who owns the cost centre.
- 03Cloud spend by workload, and whether tagging is complete enough to attribute it.
- 04Commitment and reservation coverage, and what is being paid on demand that should not be.
- 05Environments running at production size to serve a test.
- 06Subscriptions assigned to people who have left, and seats on a tier above what the role needs.
- 07The renewal calendar, and which agreements auto-renewed because nobody diarised the notice period.
- 08Maintenance still being paid on systems that were retired.
What lands on your desk
A cost model
Ledger to towers to services to consumers, reconciling to the total every period, in the chart of accounts finance already reports on.
Run against change
The split, with the method written down so it can be produced again next year without us.
A savings list
Quantified, with an owner and a date against each item, separated into what you can act on this quarter and what needs a contract cycle.
A renewal calendar
Every agreement with its notice period, so the next auto-renewal is a decision rather than an event.
A cloud position
Attribution by workload, commitment coverage, and the tagging standard needed to keep it true.
A licence position
Entitlement against deployment for the agreements carrying real money — Microsoft 365, Power Platform and the analytics estate first.
Four weeks, and the number is defensible.
- Week one
Ledger extract, contracts and the cloud and tenant exports. We work from your finance data rather than asking teams to assemble a picture by hand.
- Week two
Build the model, map spend to towers and services, and reconcile to the ledger total — the step that decides whether anyone believes it.
- Week three
The waste pass: cloud, licences, renewals and shelfware, with each item traced to something someone can action.
- Week four
Walk it through with IT and finance together, agree the savings owners, and hand over the model with its method documented.
Before you ask
Is this an audit?
No. We are not your accountants, and capitalization treatment and statutory reporting stay with finance and their advisors. This is the operational model underneath the numbers.
Will you negotiate our contracts?
We will tell you where the exposure and the leverage are, and sit on your side of the table. Signing is yours.
What if the spend is already well managed?
Then you get a model you can run every year, and the run-against-change number to take into planning. That is worth having on its own.
Bring us the budget line nobody can break down.
Forty-five minutes on what you spend, what you can see, and what your CFO keeps asking for.