The situation
Fifteen consultants, all senior, all billing. Each of them found the tool that suits their work and put it on expenses. Nine subscriptions, three of which do the same job.
The work is better and faster. Research that took a day takes two hours. The problem is that the founder cannot answer two questions: what are we actually paying, and what did it buy.
At this size there is no procurement function to solve this. There is a founder, a bookkeeper, and a card statement.
What runs where
Vendor account
All nine subscriptions on one record, with the three that overlap named.
Developer machines
One pasted command per laptop. Local coding and research sessions report, subscription seats included.
API gateway
The two client-facing tools the practice built, attributed per request rather than per month.
What Oabo shows in the first 30 days
- Every AI subscription in one place, with the seats nobody has signed into in sixty days.
- The three overlapping tools, priced, so the founder can cancel two with a reason.
- Cost per client engagement, so a project that leans hard on AI carries its own cost.
- Research and drafting hours absorbed, kept as hours in their own register.
What to expect
Two units, two blocks. Cash is money your ledger moved. Capacity is time your people got back. Oabo never adds them together.