We read your IT invoices against the contracts that govern them, and show you the specific line and the specific clause. We don’t sell IT services, so we have no reason to want your bill higher.
Nobody reconciles it against the contract, or against your current headcount, because reconciling it belongs to nobody.
Nothing about that is anyone stealing. Seats stay billed for staff who left. Devices stay billed at sites that changed hands. License tiers get set once and never matched against what the role actually needs. Contract clauses escalate on a schedule nobody has open in front of them.
Across distributed sites, that compounds quietly.
A financial auditor can find a duplicate charge or a rate that doesn’t match the contract. That work matters, and it is not this.
Roughly fifty of the things we check require having run the systems. Whether a Bluebeam Studio tier matches the users who actually run Studio sessions. Whether Microsoft Project Plan 3 covers what your schedulers do. Whether Procore, Autodesk Construction Cloud and PlanGrid overlap in function without anyone having decided that they should. Whether endpoints bought through consumer channels arrive without warranty registration and convert into billable support hours.
Twelve months of that work across a real estate holding company’s subsidiaries — multifamily, self storage and construction — with findings reported to the shareholders.
Most reviews hand you a list of savings. You have no way to know what went unexamined.
We return every item we checked, marked passed, failed, or not checked and why — including the ones that came back clean. A list of findings can be dismissed as cherry-picking. A completed checklist cannot.
It also means you can send the report to your provider, which is how a finding becomes a credit instead of an argument.
Most reviews are a one-time cost you have to justify, at a time you did not choose, producing a number you cannot predict. That is three surprises in a category finance teams exist to remove. These are the terms, before you ask for them.
If you run multiple operating companies, this is one program at a rate per entity — not one engagement per subsidiary, priced and scheduled separately. Five entities becomes one line in your budget instead of five that arrive whenever each review happens to land.
Forward any invoice line, any renewal notice, any contract clause you are unsure about. No ticket, no hourly clock, no scoping call. Most of what we find comes from somebody wondering about a line item and having nowhere to send it.
You can pay annually. We do not discount it, and we will tell you why: you are already getting the thing that is worth having, which is one number instead of twelve. If a discount is what you need, ask — we would rather have that conversation than pretend the list price is the only price.
Construction is seasonal and budgets are not always. Pause two months in any twelve — no penalty, no notice period, no reason required. A price you can stop paying for a season is worth more than a percentage you argued for once.
We will never recommend a replacement IT provider. The moment we start telling you who to hire instead, we are a sales channel and nothing above is true any more.
45 minutes. Four numbers. No contracts, no employee names.
That is a five-minute export from your admin console. We read it against what those licenses cost and what the roles require, and tell you what we find. If there is nothing there, we will say so.
Prefer to put time on a calendar? Book a 30-minute intro call. Or email consulting@fairleyholdings.com.
There is no client list on this page because there is no client list yet, and we are not going to write one.
What there is: twelve months auditing vendor and IT spend across a holding company’s subsidiaries, with findings reported to shareholders. Direct administration of the licensing platforms in question. And a written methodology across eight areas that you receive completed, whether or not every line found something.