JAI found $3.5M in redundant licenses and unused/underutilized software, which was immediately freed up for reallocation.
The Challenge
Trigger
Surging SaaS/IT costs made PortCo leadership aware of a lack of visibility into usage or value.
Status Quo
Most software was purchased ad hoc, with some never activated.
and Environment
Pressure
With no central inventory or governance, sponsors had no visibility or control.
The JAI Approach
Embedded
We worked with PortCo IT to conduct a full software license and entitlement audit.
Pragmatic
We compared license counts against active use and functional redundancy.
Tactical & Strategic
We negotiated with vendors to right-size contracts, remove shelfware, and rationalize overlapping tools.
The Turning Point
We presented the CIO with a review showing “ghost spend” on unused licenses and abandoned applications.
Results
Increased Working Capital
The audit freed up $3.5M for reallocation.
Visibility
Leadership gained an inventory of critical vs. optional tools.
Behavior Shift
We helped develop governance for software purchasing and renewal approvals.
