Where the Day Goes

What is actually happening

You are paying for capacity nobody switched on, and you are spending hours nobody counted.

Both halves are invisible for the same reason: no one line on any invoice says "the thing you do not use", and no one line on any timesheet says "the twenty minutes this takes because the system makes it take twenty minutes." The cost is real and the evidence is scattered across a card statement, a renewal you signed eighteen months ago, and a process only three people understand.

Software vendors know this precisely — the published figures are below.

Your number is what we go and get.

How this gets sold elsewhere

Software asset management platforms sell you a dashboard, priced per user, that tells you what you own. They are good at that, and owning a dashboard is not the same as cancelling anything.

Accountants will categorise the spend. That tells you what you spent, not whether it earned anything.

Your provider will happily review your licence count, and their revenue is a function of your licence count.

Nobody sells the combination — the hours and the money together, per unit of work you actually do — because it takes a person sitting with your people for a few days and it does not scale into a product.

What we do

We pick the units that matter to you. A job, a patient, a matter, a delivery — whatever you would naturally count at the end of a month.

We follow a handful of them end to end, with the people who do the work, and write down what each step actually takes. Not what the process document says, and not an estimate from memory.

We pull every recurring technology charge — subscriptions, licences, seats, the phone bill, the thing on the company card nobody recognises — and match each one to who uses it and how often.

We find the capacity you already own and have not switched on. This is almost always the biggest single line, and it is almost never a purchase.

Then we put hours and money against the same unit of work, so you can see what one job costs you to deliver.

What you get

One page: what a job, patient or matter costs you in minutes and in dollars, with the steps that dominate it marked.

The recurring-charge list, with a named user against every line and a "cancel, keep, or renegotiate" against each one.

What you already pay for and are not using, priced.

A short sequence — what to stop paying for this month, what to change next, and what to leave alone.

What we measure

Minutes per cycle, on the unit you chose. Spend per job, patient or matter. Recurring charges with no named user. We take all three before, and the same three after anything changes.

An illustrative example — not a client

Illustration, with the arithmetic shown so you can substitute your own numbers.

An eleven-person firm counted its recurring technology charges for the first time and found four subscriptions nobody could name a user for, two overlapping tools doing the same job, and a licence tier bought for a headcount reached two years earlier and never adjusted down.

Separately, the unit of work took forty minutes end to end, of which eleven were a person waiting for someone else to confirm something.

Neither of those is a technology problem exactly. Both are invisible until somebody counts.

What this is not

Not an efficiency programme aimed at your people. We count the work, not the worker, and the answer is usually that the setup wastes their time.

Not a licence-management product. We do this once, you get the page, and you own it.

Not a recommendation to buy anything. Where what you need is already in a tool you are paying for, that is what the report says.

What this costs

We do not publish a price, and here is the reason rather than an excuse: we would be guessing. Two businesses with the same symptom are frequently a factor of five apart in what the work involves, and a published number would either scare off the smaller one or shortchange the larger one.

What we will commit to:

The quote is fixed before any work starts, and it is a single number, not an hourly rate that grows.

We name it after we have seen the work, not before. Which means the first conversation costs you nothing and commits you to nothing.

If we think something is not worth doing, we say so — including when what you are asking for is the thing we would be paid to do.

Nothing renews automatically. Every engagement has an end.