Services
One product. We are not building a second one.
An application portfolio assessment. Every system in your estate counted, costed and given a verdict, written down in a document you own.
Firms that do this alongside delivery work have a problem we do not have: the answer that pays them best is the answer that involves building something. We do not build. That is the entire reason the verdict is worth reading.
We open every cupboard.
Count everything
Not the CMDB version. The real one, including the Access database in accounting that three people depend on and nobody has mentioned in six years.
Price everything
What each system actually costs. Licences, people, downtime, the workarounds, the guy who's the only one who understands it. Especially him.
Judge everything
Keep it, fix it, buy something else, or switch it off. One verdict per system, reasoning attached, arguments included.
Put it in order
What goes first, what can wait, and which door locks behind you once you walk through it.
What is in, and what is not.
In scope
- Every application, including the ones not on the register
- Total cost of ownership per system, not licence cost
- A keep, fix, replace or retire verdict for each one, with the reasoning
- A five-year model including the do-nothing baseline
- Concentration, key-person and vendor risk
- A sequenced roadmap with the one-way doors marked
Not in scope
- Building the replacement. Ever, for anyone.
- Reselling you a platform, a licence or a seat
- Managed services, staff augmentation or a retainer
- An implementation partner recommendation we are paid for. We will name firms. We are paid nothing for naming them.
Nine weeks. Fixed price. No surprises.
Nine weeks is the common case. Smaller estates finish in five, multi-country ones take twelve or more. The shape does not change.
- 01
We walk the ground
Two weeks of inventory and interviews. You'll learn something about your own estate in the first three days. Everybody does. It's usually mildly upsetting.
- 02
We put numbers on it
Three weeks. Same criteria for every system, so the comparison is real instead of vibes.
- 03
We fight about it
Two weeks. A room, your people, our findings, and some genuine disagreement. We write down who objected and why. Consensus that fast is usually just politeness.
- 04
We hand it over
Two weeks. A document your board can read without a translator. Then we're out.
It's a document. An actual, boring, sixty-page document.
No dashboard. No login. No seat licence for reading your own analysis.
Print it. Email it. Put it in a folder. It's yours.
| Application register | Every system, what it costs, and who actually owns it |
|---|---|
| Disposition and rationale | One verdict per system, with the reasoning attached |
| Five-year financial model | Including the do-nothing baseline, which usually ends the debate |
| Risk register | Concentration, key-person and vendor exposure |
| Sequenced roadmap | Dependencies mapped, one-way doors flagged |
| Appendix of objections | Because whoever disagreed in week seven is often right in year two |
What we need from you
Six to ten people for two hours each. Not two hours a week. Two hours.
Whoever can get at the cost data, which is usually one person in finance and one in procurement.
Read access, not admin. We are counting, not changing anything.
One executive who can say in week seven that they disagree, out loud, in the room.
We keep the load light on purpose. An assessment that eats your quarter has already cost more than it is worth.
Thirty minutes tells you whether this is worth doing.
We will say no if the answer is no. It happens about one time in five, and it costs you half an hour to find out.