Redress Compliance runs software contract negotiation services for enterprises signing or renewing major software, cloud and AI agreements. Former vendor insiders benchmark price and terms and script every exchange, on a fixed fee or 25 percent of savings.
Redress Compliance provides software contract negotiation services from the buyer side only, for enterprises renewing or signing major software, cloud and AI agreements. We benchmark price and terms, script the negotiation and review the paper before signature. Fees are a fixed fee or 25 percent of savings, and the goal is a lower price with terms that protect it.
Software contract negotiation services and vendor negotiation services cover the same ground: the price and the paper. We negotiate both, because an escalator, an auto renewal clause or a missing reduction right can cost more over the term than the discount saves.
The work covers renewals, new purchases, enterprise agreements, migrations and restructures across the 11 vendor practices. Your counterpart negotiates for a living and has rehearsed the sequence. We make sure yours is rehearsed too.
They cost more because the expensive terms are rarely on the price page. These are the patterns we see in contracts signed without a benchmark:
The imbalance is structural: most buyers run one negotiation a year with each vendor, against account teams who run one a week.
A partner leads every negotiation, and the person who scopes it runs it through signature. Both founders spent years on the vendor side of renewal and audit negotiations before crossing to the buyer side.
Fredrik co founded Redress Compliance in 2018 and serves as Group CEO. His career began at Oracle, running audit and compliance engagements for Fortune 500 customers in license management services, followed by senior commercial roles at IBM and SAP. He leads the Oracle practice and the most complex multi vendor engagements.
Morten co founded Redress Compliance after senior commercial and licensing roles at IBM and Oracle. At IBM he ran enterprise licensing and audit engagements for some of the largest financial services and industrial accounts in EMEA. He leads the Vendor Shield subscription and partners on the largest IBM, Oracle, and cross publisher renewals.
Vendor practices add named specialists where needed, such as Ethan Mullins (Microsoft Practice Lead) and Mietske van Ravesteijn (SAP Commercial Lead). See the Redress management team.
It runs in four workstreams, from baseline to signature, and every clause is priced before the vendor sees a counter. The first deliverable typically lands within 10 business days of complete data.
| Deliverable | What it contains |
|---|---|
| Contract and clause baseline | Every price line and every commercial clause in the current agreement, with its cost over the term. |
| Benchmark and target sheet | Targets for price and terms with walk away lines, measured against comparable agreements. |
| Negotiation playbook | Sequencing, fiscal timing, anticipated vendor moves and prepared responses. |
| Redline and term sheet | Proposed language for caps, reduction rights, renewal mechanics, audit scope and exit, for your counsel. |
| Final contract review | Pre signature confirmation that negotiated positions are correctly reflected in the paper. |
Price increases now arrive through escalators, repackaging and consumption credits as much as through list prices. These changes from 2025 and 2026 should be in your negotiation plan:
Each one is a clause to negotiate, not only a price to accept.
Four published negotiation outcomes, each with the price and the terms on its case study page:
A Fortune 200 US retailer took its Microsoft EA from a $27.0M proposal to $21.9M, with structural protections through the term.
✓ Published case studyA global financial services group cut Workday contract value 18 percent, with an anniversary price lock and a true down right.
✓ Published case studyBBVA avoided a three year OpenAI lock in and cut 28 percent from the cost.
✓ Published case studyLuxury DigMedia cut Google Cloud spend 22 percent by rebuilding its commitment and pricing agreement.
The deciding question is whether your advisor earns anything when you buy more. A neutral comparison of the usual routes:
| Question | Independent advisor (Redress) | Big Four consultancy | Reseller or vendor partner | In house team |
|---|---|---|---|---|
| Independence | Zero vendor affiliations, no reseller agreements, no referral fees | Advisory sits alongside implementation practices and publisher alliance programs | Commercial partner of the vendor, paid through margin or partner programs | Fully yours |
| Conflicts of interest | None from vendor revenue; paid only by the client | Implementation and alliance revenue on the same products can pull against a hard position | Earns more when you buy more | None, though bandwidth is limited |
| Vendor specific experience | Founders ex Oracle, IBM and SAP; practice leads ex Microsoft and ex SAP; 11 vendor practices | Broad coverage; depth varies by team and engagement | Deep product knowledge, seen from the selling side | Deep on your own estate; sees each vendor event once every few years |
| Market view for pricing and terms | Benchmarks from comparable closed deals across 500+ enterprise clients | Varies by practice | Sees pricing from the vendor side | Your own history and last quote |
| How fees work | Fixed fee agreed up front, or 25 percent of savings on negotiation work; never hourly | Advisory fees, often alongside implementation work | Often no separate fee; paid through the transaction | Salary and opportunity cost |
For a longer treatment, read the independent versus Big Four advisory comparison or the buyer's guide to choosing an advisor.
Negotiation work can run on a success fee: 25 percent of what we save you. You keep 75 percent, and if we save nothing you pay nothing.
If you prefer certainty, the same engagement runs on a fixed fee, scoped to the deal and agreed up front. Either way we never bill by the hour, and the fee never depends on what you buy from the vendor.
Negotiation engagements can run on a success fee of 25 percent of what we save you, so you keep 75 percent and pay nothing if we save nothing. The alternative is a fixed fee, scoped to the deal and agreed up front. We never bill by the hour.
Escalator caps, reduction and true down rights, renewal pricing mechanics, audit clause boundaries, data and exit terms, and bundle definitions matter most. Each is negotiable at signature and nearly immovable after it.
Over a multi year term they often do. An uncapped escalator on a three year agreement can eat a headline discount, and a missing reduction right locks oversizing in for the duration.
Benchmarks and timing move it most. Knowing what comparable customers achieved turns every offer into a measurement, and sequencing decisions against the vendor's fiscal calendar turns their deadline into your leverage.
Bring us in before the first proposal arrives, ideally two quarters ahead of the date. Leverage is highest while the vendor still needs your signature, and a late start can still be rescued with a focused baseline and targeted benchmarks.
Yes, alongside it rather than instead of it. We bring the commercial and licensing reading, benchmarks for what comparable customers won, and proposed redlines, while your counsel holds the legal pen.
No, your team keeps the chair and every vendor communication, which keeps the relationship where it belongs. We prepare each exchange behind the scenes: a written assessment of every proposal and a briefing before every meeting.
Yes: zero vendor affiliations, no reseller agreements and no referral fees across all 11 vendor practices. The only party paying us is you, so a larger purchase never earns us more.
Baselines, benchmarks, and execution from the practice behind 500+ enterprise clients.
One letter a month. Negotiation moves, audit signals, and price book shifts.