A growing team doesn't have to mean growing administrative costs.

How we approach this industry

We review the cost of tools, licences, rent and subcontracting as a single portfolio rather than as separate lines in different departments' budgets — because it is that split which stops anyone seeing the whole. The largest findings are usually where cost grows automatically with headcount and nobody checks how many people actually use what is being paid for. Separately we measure the use of resources paid for in full: space, equipment, hours of availability. Low occupancy is rarely a reason to give the resource up; more often it is a reason to change how it is used — shifting the schedule, opening additional hours, making it available outside peak times. In parallel we renegotiate leases and insurance, where a longer, stable commitment is often good currency in exchange for a better rate. Organisational changes are tested on a selected slice before any full rollout.