Why we started Scopecreeper

We spent years at consulting firms, including Efficio, EY and Capgemini - selling consulting, delivering it, and advising companies on what they buy.

Two things stood out. Companies that managed every other cost with discipline rarely had a full picture of their consulting spend - it was bought team by team and recorded in different places, so the total never sat anywhere. And when a review did find savings, the spend often crept back within a year or two, because the findings never became decisions with owners.

We know how consulting companies price, staff and run their engagements - we spent years inside that model. We know what makes projects succeed inside large organisations, because we delivered them. And the method we run was shaped across many companies, so we've already met the edge cases - messy data, missing contracts, unusual structures. The job is telling apart the engagements that earn their fees from the ones that have drifted, and knowing what a buyer can realistically do about each.

So we built Scopecreeper to do one thing: review consulting spend, and help companies act on what we find.