Pricing / How we count savings
How we count savings, and who sets the numbers.
Every GRABS engagement ends its month with a savings report, and every figure on it can be traced to two things: an event we logged, and a price you agreed before your Worker started. We count. You price. Nothing is blended, and nothing is invented.
We count. You price.
Every multiplier on the report, your salary rates, your incident costs, your cost of delay, comes from an assumption sheet you sign at onboarding. GRABS never authors a number about your business.
Three columns, never one.
Measured money and modelled money are different things. Our reports keep them in separate columns, so you always know how hard each figure is.
The bill is the timesheet.
The same Work Log that generates your invoice generates the savings report. One record, both sides of the ledger, and you can audit either against it.
The three columns.
Some Workers clear backlogs; some exist to prevent mistakes. Both save money, but through different channels, and each channel earns its own column with its own standard of evidence.
Minutes returned
Every task your Worker completes displaces minutes a person no longer spends: chasing, assembling, checking, re-keying. The Work Log counts them, task by task, and values them at the loaded pay rates of the people whose minutes they were. This is not a promise of redundancies; it is the share of payroll redirected from rote work back to judgement, the first waste every Worker removes.
Measured. Logged minutes multiplied by your signed rates.
Speed turned to cash
Where a delay touches money, removing it is money: invoices chased sooner shorten debtor days; decisions unblocked sooner start the initiative they were gating; meetings that need less preparation cost fewer expensive hours. We measure the before and the after, queue times, debtor days, meeting load, and convert at values agreed with you.
Measured. Before and after, multiplied by your signed values.
Mistakes caught
At onboarding we list the last year's dropped balls: the contract that auto-renewed, the lapsed renewal, the lead nobody answered, and you put a cost on each kind. From then on, every time your Worker intercepts one, the report shows a catch: dated, evidenced, priced at your figure. Not a statistical claim, a list of specific saves you can check.
Counted. Our catch log multiplied by your signed prices.
Who sets the numbers.
Before your Worker starts, the baseline sets the conversion rates, in writing, on both sides.
You set
Your loaded pay rates
What an hour of each affected role actually costs you, employer costs included.
You set
Your incident prices
What last year's dropped balls cost. Your estimate, per incident type, signed before we start.
You set
Your cost of delay
What a week of waiting is worth on the decisions and cash your Worker will touch.
We log
Every task, minute, and catch
The Work Log records each task instance, the minutes it displaced, and every incident intercepted, with evidence attached. Your report is the multiplication of the two columns above. Nothing else.
What a month looks like.
An illustrative month for a Chief of Staff, a Worker hired to prevent mistakes rather than clear a backlog. Numbers are examples; on your report, every one of them would trace to your assumption sheet.
| Column | Entry | Value |
|---|---|---|
| Banked | 2,600 minutes of briefing preparation, chasing and status assembly returned to the executive team, valued at the blended loaded rate on the assumption sheet | £3,250 |
| Released | Decision latency on two gated initiatives cut by about a week and a half each, at the cost-of-delay values agreed at baseline | £1,500 |
| Avoided | One contract auto-renewal caught 12 days before the deadline (your price: £8,400), plus two stalled deals revived, valued at your average deal size and close rate | £15,000 |
Illustrative only. Note the shape: the measured columns alone stand comparison with the engagement price. The catches come on top, at prices we did not write.
What we will never put on your report.
- No headcount claims. Minutes returned are capacity recovered, priced at what you already pay for it. We do not count imaginary redundancies.
- No blended totals. A measured minute and a modelled probability are not the same kind of money, so they never share a column or a headline figure.
- No forecasts of avoided losses. We quote no expected savings in proposals. Catches are reported after they happen, with evidence, or not at all.
- No numbers we authored. If a figure multiplies anything, the multiplier is yours, from the assumption sheet you signed at onboarding.
"You will know the total cost before we start, and you will be able to audit every saving after. That is the point of interim."
The GRABS pricing principle
See it against your own numbers.
A scoping call builds your assumption sheet; a working interview then runs the Worker on a sample of your own data, scored, before any mandate.
Score your readinessor book a scoping call: fixed price, in writing, before anything starts