For CFOs
The second-largest cost line in the business is defended with the least evidence.
Real estate proposals arrive with a rate per square metre and a quantity nobody measured. HR proposals arrive with a policy and no cost attached. You are asked to approve both, and the only lever you hold is to say no — which defers the decision and, on a lease, makes it more expensive. What you are missing is not a better spreadsheet. It is a measured input for the cell everyone has been assuming.
What you are measured on, and what the workplace has to do with it
Three finance questions sit under every workplace decision, and each is currently answered with an assumption dressed as a ratio.
Occupancy cost per head, and whether it can move
The rate is what the market gives you. The quantity is what the brief assumed. Measured use is the only way to find out whether the second number can move — and by how much before it breaks the building.
Capital committed to a fit-out that fits
A fit-out sized to a headcount and a ratio is a capital decision made on an estimate. A programme of requirements built from measured activity, with each space type costed, is the same decision made on a number you can audit.
The cost of the hybrid policy nobody priced
Every hybrid option has a space consequence, a commute consequence and a retention consequence. Approving the policy without the price is how the smaller building and the three-day mandate end up contradicting each other a year later.
What the other tables are saying
Real estate wants to renew before the option lapses and has a brief built from headcount. HR wants to announce a policy before the engagement survey closes and has a score, not a cost. Both are asking you for approval on evidence you would not accept from any other cost centre, and both are right that the deadline is real.
The alternative is not to slow them down. It is one measured dataset both proposals draw from: how much of the space is used, why, and what each option does to space, cost, commute and retention at once. When that exists, your question changes from 'how do you know' to 'which scenario' — and the decision is made once.
How it runs, from your seat
A proposal arrives with a number and no measurement
A lease renewal, a consolidation, a fit-out budget or a hybrid mandate — with a figure in it that traces back to a ratio. This is where finance usually enters, and it is the right moment to ask for a comparative position before approving.
A short, cheap measurement before the big commitment
A quick scan of current use against the benchmark converts a speculative proposal into a scoped one. It is the smallest spend in the chain and the one that most often changes the size of everything after it.
The evidence base, delivered
Occupancy measures use by activity; Dynamics measures what people need from the place, by team. Neither is an opinion, and both are reported at a level a works council accepts — which removes the second most common reason these projects stall.
Scenarios priced, not argued
Taxonomy turns the measurement into a programme of requirements and a business case with scenarios: stay and reconfigure, downsize, consolidate. Each with area and cost per space type. This is the point at which the decision becomes a choice between numbers.
The policy priced on the same data
Balance takes the hybrid options HR is considering and shows what each does to space, satisfaction, emissions, commute, recruitment appeal and workspace effect on the work — per team. The building decision and the policy decision are made together, once.
Measured again, against the objective
Twelve months on, the space is re-measured against the baseline and the case that justified it. It is the difference between a saving that was projected and one that was confirmed — and the data belongs to you either way.
Where the products touch your work
The same six products every role sees. For finance, three produce the numbers a decision is made on and three keep them from going stale.
Occupancy
The measured input for the quantity cell. How much of the space is used, by activity, against a benchmark built since 2001. Priced per study, so the cost of the evidence sits next to the lease it informs.
Läs merDecideTaxonomy
The scenarios. Programme of requirements with area and cost per space type, sharing ratios modelled, alternatives compared. The business case is a by-product of the brief rather than a separate exercise.
Läs merDecideBalance
The hybrid policy with its price attached, on six factors including space and commute, per team. It is how the policy and the portfolio stop contradicting each other.
Läs merMeasureDynamics
Why the space is used the way it is, and what people need from it — by team. For finance it is what separates a disposal that saves money from one that shows up in turnover eighteen months later.
Läs merKeep it trueBooking
Booked against used, continuously. A live demand signal that tells you whether last year's baseline still holds before you approve on it again.
Läs merKeep it trueEntry Pass
HR's product, but it carries a finance point: it is why people complete the measurement the second year, which is what keeps the subscription producing a number rather than a licence.
Läs merWhat the subscription looks like from the finance side
Per completed employee, not per seat
You pay for measurements that were completed, so the subscription tracks the evidence produced. Next to it sits one one-off activation fee for bringing the environment live; rollout inside your organisation is the partner's line, quoted by them.
One or two years, sixty days' notice
Two-year terms carry a lower rate. Either way the data is exported at the end and is yours. The renewal case is the second measurement, not a migration cost.
One dataset, three functions
Real estate, HR and finance read the same figures. Cost-wise that means one subscription instead of three tools that disagree — and a decision that does not have to be reopened when the second function gets its own data.
Read before the meeting
Proving the workplace business case
Workplace investment loses to projects that arrived with a number. How to arrive with one.
Consolidate or renew the lease?
A lease event forces a number whether or not you have one. What to measure and in what order.
Should I stay in my current office, or move?
The case behind the figures above: 13,500 m² assumed, 10,000 measured, $1.2M a year from staying.
Pricing
Per completed employee, per month. Worked example for 2,000 employees, and what is included.
What CFOs ask first
How is it priced?
Per completed employee per month, billed annually in advance. The pricing page carries the current plans and prices and is the authoritative source.
Two things sit outside that. Occupancy is quoted per study, because a measurement round is scoped per building, period and method. Entry Pass is not sold at all: it comes free with Dynamics, because charging for the return leg removes the reason people take part a second time.
What is in the proposal?
Two lines from us: the subscription and a one-off activation fee for bringing the environment live. A managed occupancy study, where there is one, is quoted separately per study. Anything a partner delivers alongside — rollout, advisory work, the space programme — is on the partner's proposal, not ours.
Can we start with a pilot?
Scope and price are agreed per case. We do not advertise a free pilot, because a free study is one nobody staffs properly and the data comes back thin — and thin data is the problem you hired us to fix. A single building at a real price is the smallest thing worth doing.
Who owns the data?
That is settled in the agreement between you, Workplaced and any partner involved, along with access, permitted use and retention. It is a contractual question and a website is the wrong place to answer it in general terms.
Is Workplaced software, or a consultancy?
Software, plus bringing it live. Workplaced supplies the platform and does the activation — the environment configured and running — as a separate line next to the subscription. Getting it used inside the organisation is the partner's work, because a platform that is bought and never adopted is a problem for both sides.
Everything past that line belongs to a partner: the advisory work, the interpretation, the measurement rounds in market, the space programme, the fit-out and the change programme. That boundary is deliberate and we keep it explicit.
Bring the proposal you have been asked to approve
Twenty minutes. We will tell you which number in it is assumed, what it would take to measure it before the deadline, what that measurement costs, and how it sets against the commitment it informs.