You’re paying for
seats nobody
sits in.

“We found 1,900 seats nobody had opened in six months. The first cancellation cycle paid for the contract about four times over.”

“I could tell you our total software spend to the dollar. I could not tell you what any of it bought. That was the whole problem.”

“Two departments were paying for the same product under different names. Neither knew. That is a hard thing to find by hand and it took Ghostseats a day.”

“The renewal calendar alone justified it. We had been auto-renewing a contract for three years that we meant to cancel in the first one.”

“When someone leaves, their accounts used to sit there paid for and open. Now they close the same week, which security likes even more than finance does.”

“We are billed in US dollars and report in Canadian. Nobody had ever put a number on what the exchange rate was quietly costing us until now.”

“It does not cancel anything on its own, which is what got it past our procurement team. It builds the case and a human presses the button.”

“Every department head swore their tools were fully used. The login data disagreed with all of them, politely and in writing.”

“Our software bill had grown 40% in two years while headcount was flat. Nobody could explain the gap. Now I can, line by line.”

“The read-only bit mattered. I was not giving a new vendor write access to our identity provider, and I did not have to.”

“We put it on one business unit as a test. It found enough in that unit alone to cover the whole company's contract.”

“Shadow IT stopped being a scary phrase and became a list. Turns out it was mostly ordinary people buying ordinary tools and forgetting.”

“Finance and IT used to argue about this number twice a year. Now we look at the same screen and there is nothing left to argue about.”

“I inherited 68 tools and no documentation. This was the fastest way to find out what I had actually taken over.”

“The part that surprised me was how much of it was seats for people who had left the company years ago.”

“It paid for itself before the implementation call was finished, because we cancelled one thing on the call.”

“We are not trying to run lean for its own sake. We just do not want to pay for nothing, and it turned out we were paying a lot for nothing.”

“Our board asked what we were doing about costs. This was the only answer I had that did not involve laying anyone off.”

“We found 1,900 seats nobody had opened in six months. The first cancellation cycle paid for the contract about four times over.”

“I could tell you our total software spend to the dollar. I could not tell you what any of it bought. That was the whole problem.”

“Two departments were paying for the same product under different names. Neither knew. That is a hard thing to find by hand and it took Ghostseats a day.”

“The renewal calendar alone justified it. We had been auto-renewing a contract for three years that we meant to cancel in the first one.”

“When someone leaves, their accounts used to sit there paid for and open. Now they close the same week, which security likes even more than finance does.”

“We are billed in US dollars and report in Canadian. Nobody had ever put a number on what the exchange rate was quietly costing us until now.”

“It does not cancel anything on its own, which is what got it past our procurement team. It builds the case and a human presses the button.”

“Every department head swore their tools were fully used. The login data disagreed with all of them, politely and in writing.”

“Our software bill had grown 40% in two years while headcount was flat. Nobody could explain the gap. Now I can, line by line.”

“The read-only bit mattered. I was not giving a new vendor write access to our identity provider, and I did not have to.”

“We put it on one business unit as a test. It found enough in that unit alone to cover the whole company's contract.”

“Shadow IT stopped being a scary phrase and became a list. Turns out it was mostly ordinary people buying ordinary tools and forgetting.”

“Finance and IT used to argue about this number twice a year. Now we look at the same screen and there is nothing left to argue about.”

“I inherited 68 tools and no documentation. This was the fastest way to find out what I had actually taken over.”

“The part that surprised me was how much of it was seats for people who had left the company years ago.”

“It paid for itself before the implementation call was finished, because we cancelled one thing on the call.”

“We are not trying to run lean for its own sake. We just do not want to pay for nothing, and it turned out we were paying a lot for nothing.”

“Our board asked what we were doing about costs. This was the only answer I had that did not involve laying anyone off.”

“We found 1,900 seats nobody had opened in six months. The first cancellation cycle paid for the contract about four times over.”

“I could tell you our total software spend to the dollar. I could not tell you what any of it bought. That was the whole problem.”

“Two departments were paying for the same product under different names. Neither knew. That is a hard thing to find by hand and it took Ghostseats a day.”

“The renewal calendar alone justified it. We had been auto-renewing a contract for three years that we meant to cancel in the first one.”

“When someone leaves, their accounts used to sit there paid for and open. Now they close the same week, which security likes even more than finance does.”

“We are billed in US dollars and report in Canadian. Nobody had ever put a number on what the exchange rate was quietly costing us until now.”

“It does not cancel anything on its own, which is what got it past our procurement team. It builds the case and a human presses the button.”

“Every department head swore their tools were fully used. The login data disagreed with all of them, politely and in writing.”

“Our software bill had grown 40% in two years while headcount was flat. Nobody could explain the gap. Now I can, line by line.”

“The read-only bit mattered. I was not giving a new vendor write access to our identity provider, and I did not have to.”

“We put it on one business unit as a test. It found enough in that unit alone to cover the whole company's contract.”

“Shadow IT stopped being a scary phrase and became a list. Turns out it was mostly ordinary people buying ordinary tools and forgetting.”

“Finance and IT used to argue about this number twice a year. Now we look at the same screen and there is nothing left to argue about.”

“I inherited 68 tools and no documentation. This was the fastest way to find out what I had actually taken over.”

“The part that surprised me was how much of it was seats for people who had left the company years ago.”

“It paid for itself before the implementation call was finished, because we cancelled one thing on the call.”

“We are not trying to run lean for its own sake. We just do not want to pay for nothing, and it turned out we were paying a lot for nothing.”

“Our board asked what we were doing about costs. This was the only answer I had that did not involve laying anyone off.”