We help technology companies grow faster and spend less.
Delos Advisory is an independent advisory firm working with CIOs, CFOs, and commercial leaders around the world. We bring insider knowledge, with no vendor commissions and no conflicts. Just results that show up in your P&L.
• GTM and Revenue Strategy
• Cloud and Software Cost Reduction
Who We Are
Delos Advisory is an independent advisory firm founded by former senior executives from some of the world’s leading technology companies. Our team has led revenue organizations, designed GTM strategies, managed enterprise P&Ls, and held commercial leadership roles across global markets.
That background gives us two distinct advantages. When technology companies need to grow, we bring the experience of having built and scaled commercial engines from the inside: pipeline creation, enterprise sales design, GTM architecture, and revenue strategy across complex B2B markets. When enterprises need to protect margin, we bring the insider knowledge of how the vendors operate: how they price, where their approval authority sits, how they apply pressure at quarter end, and where they have room to move.
We work exclusively for the client. We do not resell software, take vendor commissions, or have financial relationships with the platforms we advise on. Whether we are helping you grow revenue or cut costs, our only interest is yours.
Every major enterprise software vendor raised prices in 2025, and most are doing it again in 2026. The increases range from 6 to 45 percent depending on the vendor, and that is before accounting for AI features being bundled into renewals whether customers want them or not. The pattern is the same across vendors: bundle AI features the customer did not ask for, remove discounts that used to be standard, and push multi year commitments before the customer has time to prepare. Most internal teams only see the invoice after the fact. We help CIOs, CFOs, and Procurement leaders fight back, with the same insider knowledge the vendors use against you.
What triggers an engagement
– A renewal coming up within 6 months for AWS, Azure, GCP, SAP, Salesforce, ServiceNow, Adobe, Workday, or Oracle
– Cloud spend is above budget and the team cannot explain exactly why
– A commit or volume agreement that is not burning down as expected
– An audit notice that just arrived
– A bill that jumped significantly at renewal without a clear explanation
How we work
We start with your contracts, billing data, and renewal calendar. Within one to two weeks, we deliver a finance aligned baseline: what to cut, what to renegotiate, and what to protect. Then we build the negotiation kit, including target rates, trade scenarios, contract redlines, and an executive brief. We can join key calls, or hand the kit to your CIO or CFO to run directly. After the deal closes, we can stay on to support governance, validate savings with Finance, and put guardrails in place so costs do not creep back up over the following months.
(01)
AWS
AWS is the world's largest cloud provider, and for most companies it is also the most unpredictable line on the IT budget. Bills grow faster than expected because pricing is complex, costs are spread across dozens of services, and the engineering team rarely has visibility into what is driving the spend. We start with your billing data and build a clear picture of where the money is actually going. We identify workloads running at full price that should be on discounted commit structures, spot patterns like storage volumes, data transfer costs, and logging that quietly inflate the bill, and build a negotiation plan for your AWS agreement so the discount reflects your real scale and commitment.
(02)
Microsoft Azure
Microsoft's pricing changes in 2025 hit Azure customers hard. The removal of automatic volume discounts from Enterprise Agreements added up to 12 percent to renewal costs before any other increases. And Azure bills often grow in the areas that get the least attention: log storage, network traffic between regions, and data platform services that expand quietly in the background. We map your Azure consumption against your commitment structure, identify where costs are accumulating outside the managed areas, and build a commercial strategy for renewal that accounts for the new pricing reality. We know what Microsoft can approve and what requires escalation, which matters when time is short before a deadline.
(03)
Google Cloud (GCP)
Google Cloud billing is accurate but notoriously difficult to read. Organizations often discover significant costs in network traffic, logging, and data platform queries that were never planned for, and the relationship between what you committed to spend and what actually counts toward that commitment is not always clear. We load your billing data and classify spend by what can be optimized technically versus what needs to be addressed commercially in the renewal. We map your software vendors to your cloud commit so nothing burns outside the agreement, and we build the negotiation approach around Google's own pricing levers, including usage commitments and marketplace credits.
(04)
Oracle
Oracle contracts are among the most complex in enterprise software. Credits expire on schedules that favor Oracle, support fees compound annually, and the relationship between what you bought and what you are actually using is intentionally difficult to reconcile. Add the on premise support bill to the cloud spend and the true cost is often a surprise even to Finance. We reconcile your Oracle credits against real consumption, identify what is at risk of expiring unused, and build the negotiation memo around the protections that Oracle sales teams prefer to leave out of the order: credit carry over rights, consumption flexibility, and clear SLA triggers.
(05)
SAP
SAP is one of the most expensive renewals an enterprise will face, and one of the hardest to prepare for without insider knowledge. The RISE with SAP cloud proposals routinely come in over provisioned, and the contract structure compounds the problem: SAP bundles multiple products and services into a single commercial line, making it genuinely difficult for the customer to understand exactly what they are buying, what they are actually using, and where they are exposed to additional charges as usage evolves. That opacity is not accidental, and it is one of the reasons most customers walk into renewal negotiations at a disadvantage. We work in SAP's own commercial constructs and reconcile what is in your contract against what you actually run. We identify the line items that create billing exposure at renewal and build Procurement the specific asks: renewal uplift caps, scope freeze language, and early exit math that gives your team something real to trade when SAP pushes for longer terms or more users.
(06)
Salesforce
Salesforce has raised prices twice in three years and is now moving to consumption based pricing for AI features, which means costs can scale in ways that are harder to forecast and control. Many organizations also discover at renewal that they are paying for licenses and modules that were never widely adopted, while business units that bought Salesforce products outside of IT add to the total without anyone tracking the cumulative spend. We audit actual usage against contracted entitlements before the renewal conversation begins. We build a negotiation strategy that includes credible alternatives so Salesforce approaches the table from a position where it needs to compete, and we structure the asks around price holds, module rationalization, and terms that give Finance more predictability going forward.
(07)
ServiceNow
ServiceNow costs compound in two directions at once. The base contract grows 5 to 10 percent annually through standard uplift. On top of that, the platform is now pushing AI add ons at 30 to 45 percent premiums. For most customers, these are features that are bundled into the renewal proposal without a clear justification for why the organization needs them at that price. We identify where actual usage falls below contracted levels, which almost always includes IT users with licenses beyond what their role requires and automation flows that generate more activity than the contract accounts for. The fix is usually a combination of technical cleanup and a commercial renegotiation that removes the overpayment and limits future uplift.
(08)
Adobe
Adobe restructured its licensing in 2025, increasing effective prices by up to 27 percent while bundling generative AI features into tiers where customers now pay for capabilities regardless of whether they use them. For marketing and creative teams using Adobe Experience Cloud, costs also grow with audience size and campaign activity in ways that are easy to underestimate at contract time. We review your Adobe consumption against contracted limits before the discussion with Adobe begins. Where usage is approaching or exceeding thresholds, we identify where technical changes can reduce volume before it becomes a commercial problem. At renewal, we negotiate tier holds, overage relief, and price protection that gives your team more stability over the contract period.
(09)
Workday
Workday pricing is tied to headcount, which means it is sensitive to workforce changes in both directions. Companies that have reduced headcount expect the bill to go down and often find it does not. Companies that have grown discover that adding modules or regions triggers costs that were not clearly scoped in the original deal. Success Plan fees also tend to be sold at a scale that does not match actual adoption. We rebuild the subscription math from your order forms and current workforce data, model the impact of headcount and module changes on your renewal price, and go in with specific asks: uplift caps, module flexibility, and Success services sized to what your team is actually using rather than what was sold at implementation.