Built for businesses from $5M to $5B in revenue.
Technology cost problems don't only show up in Fortune 500 companies. A 50-person business has the same vendor sprawl, contract autopilot, and SaaS overprovisioning as a 50,000-person enterprise — just at different scale. The major platforms in this space (Tangoe, Calero, Sakon) are built for the largest organizations, leaving most businesses without an advisor who fits them. Unravyl is built to serve all sizes, with engagement models designed for each.
Companies we typically work with
Three engagement profiles, scaled to your size.
Small & Lower-Mid Market
$5M – $100M revenue
Typical entry points
- A telecom or carrier renewal that feels overpriced
- A SaaS audit triggered by finance or procurement
- An IT cost benchmark requested by the board or owner
The most popular pattern: technology spend has grown faster than the systems to manage it. There's no dedicated procurement function, contracts auto-renew without review, SaaS subscriptions accumulate across departments, and the leadership team senses there's waste but doesn't have the bandwidth or expertise to find it.
How we work with you
Technology Spend Review
Fixed-scope, typically 4–6 weeks
Advisory Retainer
Light-touch advisory retainer for ongoing renewal calendar management
Contract Negotiation
Engagements when a major renewal is coming up
Mid-Market
$100M – $1B revenue
Typical entry points
- Post-merger integration of vendor relationships
- Finance leader benchmarking against industry peers
- Renewal negotiation for a multi-million-dollar contract
Spending is more structured but still spread across departments. There may be a procurement function, but it doesn't always have visibility into technology contracts. Mergers, expansions, or multi-location operations create complexity that internal teams haven't had bandwidth to untangle.
How we work with you
Project-based engagements
Across multiple categories (telecom, mobile, cloud, software, IT assets)
Contract Negotiation
Standalone service for major renewals
Retainer engagements with quarterly reviews
Renewal calendar oversight included
M&A Integration Work
Combining vendor relationships, consolidating tools
Mid-MarketEnterprise
$1B+ revenue
Typical entry points
- Strategic procurement transformation
- Pre-acquisition or pre-divestiture cost normalization
- A specific business unit with unexplained spend growth
The challenge is no longer finding the waste — it's coordinating across the teams and systems that hold the data. There's often an internal procurement and IT finance function, but recurring spend touches dozens of vendors, hundreds of contracts, and thousands of users. The work requires structured, ongoing optimization rather than one-time projects.
How we work with you
Multi-Category Programs
Phased engagements across categories
Embedded Retainer
Regular cadence, always-on optimization
Strategic Technology Advisory
Planning beyond pure cost reduction
Vendor Negotiation
Recurring service across renewal cycles
We're honest about fit.
We're not the right firm for every engagement. Here's where we're upfront that another provider is the better call.
Companies under $5M in revenue
Unless there's a specific catalyst (a major contract, a merger, an obvious vendor consolidation). The structured assessment cost can outweigh the savings opportunity at very small scale.
Day-to-day IT support needs
We're not a help desk, MSP, or break/fix shop. We work alongside those providers, not instead of them.
Cybersecurity remediation work
Our scope doesn't include security incident response, compliance audits, or penetration testing.
Pure platform-replacement projects
If you're looking for a vendor who will install a specific tool and walk away, we're not that firm. We do help with platform selection when it's part of a broader cost or operational engagement.
Every industry has its own technology cost shape.
Our methodology is consistent across industries, but the specific cost categories and vendor relationships differ significantly. We have deeper experience in some verticals than others, and we'll be honest about fit during an initial conversation.
Healthcare
Hospital systems, medical groups, behavioral health, dental practices
Financial Services
Banks, credit unions, asset managers, insurance
Manufacturing
Production facilities, multi-location operations
Retail
Multi-location retail, e-commerce, hospitality
We also work across professional services, education, nonprofit, and technology companies on a project basis.
Frequently Asked Questions
What's the minimum company size you work with?
Approximately $5M in annual revenue. Below that, the structured assessment cost typically outweighs the savings opportunity. Exceptions exist — for example, if you're approaching a large contract renewal or going through a merger — but we'll always be honest about whether the engagement makes sense for your situation.
Do you work with private equity or venture capital portfolio companies?
Yes. PE and VC firms often engage us for portfolio-wide cost reviews, particularly during pre-acquisition diligence, post-acquisition integration, or as part of operational improvement programs. We can structure engagements at the portfolio level or with individual portfolio companies.
Are your services priced differently based on company size?
Yes. SMB engagements typically use a fixed-scope assessment model with transparent pricing. Mid-market and enterprise engagements may use project-based, retainer, or hybrid pricing structures depending on scope. We discuss pricing openly during the initial conversation — no opaque sales cycle.
Can you work with us if we already have a TEM platform like Tangoe or Calero?
Yes. Many clients come to us already using a TEM platform but finding that the platform alone hasn't produced the savings they expected. We work alongside existing tooling, focusing on the analysis, negotiation, and execution work that platforms don't do well on their own.
Do you only work with the C-suite, or can department leaders engage you directly?
Both. We've been engaged by CFOs, CIOs, COOs, owners, controllers, IT directors, procurement leads, and operations managers. The scope is usually larger when engaged at the C-suite level, but department-level engagements are common and often produce significant impact within a single category.
