The 4-step framework to stay in control (and on budget) of your software stack

Every CFO knows just how vital software has been over the past decade, a key enabler for building more agile, digital, and distributed companies. But today, that same agility risks turning into a liability. Contracts that can't be located, tools purchased without oversight, missing invoices, and unnoticed auto-renewals are all too common.

The reality is that software spend is rising, and with it, the challenges. Not because the tools are missing, but because there’s often no system in place. Many companies still operate reactively: stepping in only when an unexpected invoice appears, or when the budget has already been exceeded.

Yet there is a better way. A structured, scalable, and sustainable model that allows a shift from ad hoc decisions to modern, integrated, intelligent governance. But to build it, you first need a map.

This article introduces a 4-level maturity framework, Initial, Emerging, Structured, Optimised, designed to help your organisation understand exactly where you stand today in managing your software spend, and what the next step should be.

It’s a practical tool for guided self-assessment, helping you recognise patterns, issues, and opportunities based on your current stage, and to decide, with clarity, how to move forward.

For each level, we’ll outline defining traits, common pitfalls, and concrete actions to help you progress. Every company starts somewhere different, and every improvement is possible, as long as it’s grounded in reality.

That’s exactly why WithLess exists: to turn SaaS management from a scattered problem into a visible, controlled, and automated system. And to help finance teams get back to what they do best: steering the business with solid data and confident decisions.

Let’s begin.

Level 1 – Initial: when SaaS spend exists, but no one really sees it

This is where most companies begin. Software gets adopted easily: every team finds the tool they need, signs up, pays with the company card… and no one really notices. There are no clear rules, no assigned roles, no shared inventory. Tools are bought when needed, renewals happen automatically, and the only time someone steps in is when an unexpected invoice lands.

It’s a phase where things are managed on the fly, not by design.

Symptoms and consequences of a company stuck at the Initial level

At this stage, software management is completely unstructured. No one has a full picture of what’s in use, how much it costs, or who’s responsible for it. Information is scattered across inboxes, spreadsheets, and shared folders, and often out of date. There’s no clear ownership: if the person who subscribed to a tool leaves or changes roles, the subscription keeps running unnoticed. 

Spending happens on shared or personal cards, without limits or visibility. Invoices arrive via email or Slack, but are rarely stored properly, making reconciliation slow, manual, and error-prone. There are no alerts, no oversight on renewals, and problems only surface when the budget’s already been hit.

All of this leads to wasted spend: duplicate subscriptions, tools that no one uses, and recurring charges that go unnoticed. Whoever tries to take control, usually someone in finance, ends up fighting fires without the tools to fix the root of the problem. Frustration builds up, and financial planning becomes harder with every quarter.

It’s not a rare scenario. In fact, it’s the most common one among fast-growing companies, where speed and autonomy have been prioritised over structure. But it’s also the most dangerous: it leaves too much room for surprises and slowly undermines trust between teams, finance, and leadership.

To move forward, the goal is to start getting back control

The way out starts with visibility and control. Build a shared inventory of all active tools. Assign an owner to each one. Track basic data like cost, renewal dates, and payment methods.

At this stage, you don’t need a complex tool, just a well-organised repository that finance and IT can both access. A clear picture of what’s in use, by whom, and when it renews is the foundation for every decision you’ll make from here on.

WithLess helps companies at this stage get full visibility in under 30 days, mapping your stack, tracing payments, and laying the groundwork for the next level.

Level 2 – Emerging: when visibility exists, but isn’t yet systemic

This is where things start to shift. The company has recognised the need for more control over software spend, and has taken its first steps. It’s a transitional phase: the intention is there, but the system is still fragile. Most of the effort relies on individuals — the CFO, a controller, or someone in finance — who take it upon themselves to “put things in order”, but without a shared structure.

It’s the point where visibility exists, but it’s partial, fragile, and not yet distributed.

Symptoms and consequences of a company stuck at the Emerging level

At this stage, control and visibility are starting to take shape, but they haven’t yet been formalised. There may be dashboards or shared files listing some of the active tools, but the data is often incomplete, inconsistently updated, or spread across multiple sources. Information is being collected, but there’s still no single, reliable view accessible to Finance, IT, and approvers.

When it comes to payments, only a portion of vendors are managed through smart cards or tracked bank transfers; many are still handled through disconnected or informal channels. Invoices are being gathered, but often outside the finance system. Integration with the ERP is still missing, and reconciliation remains a manual and time-consuming task.

Approval workflows are beginning to take shape through forms, templates, or early-stage policies; however, there are no automated controls or systems that can flag waste, duplications, or unnecessary renewals before they happen.

The result is an operational burden that’s still too high, usually falling on a single person or a small team trying to hold everything together. Information exists, but it’s not always current or reliable.

And most importantly, control is still reactive: alerts come too late, once the cost has already been recorded. The risk is no longer a lack of visibility — it’s the false sense of security that comes from a system that seems to work, but doesn’t hold up when things scale.

The goal is to move from trial to process

To truly progress, it’s time to standardise. Data should be consolidated into a single, reliable view. Invoice collection should be automated. Payments should be centralised and controlled.

Approval flows also need to evolve, not just surface-level checks, but predictive controls that proactively flag waste before it turns into spend.

When using WithLess, companies at this stage can consolidate dashboards, centralise payments, and activate automated controls, reducing manual work and error risk, and turning a scattered initiative into a solid operational infrastructure.

Level 3 – Structured: when the system is in place, but doesn’t yet run on its own

At this stage, the company has made a significant leap forward: it’s no longer chasing problems, but has established a real system. Policies are defined, dashboards are active, most payments are tracked, and invoice workflows are partially automated. Finance and IT work together, and approvals follow a shared structure.

It’s the point where control exists, but still takes effort to keep it standing.

Symptoms and consequences of a company stuck at the Structured level

Here, control and visibility are high, but not fully reliable. Dashboards are in place, but they aren’t updated in real time. Data on tools, costs, and users often has to be manually uploaded or synced in batches. Which means the information is useful, but not always timely, and for a CFO, a two-week delay can make all the difference.

Payment flows cover most vendors, but not all. Smart cards are used, but custom contracts and bank transfers often remain outside the core system. As a result, Finance has to juggle multiple tools and sources, with overlapping policies that are hard to enforce consistently.

The finance stack is partially automated: many invoices are collected automatically, but syncing with the ERP still happens in batches, often at month-end, instead of in real time.

Approvals have become more structured, and the system may already flag duplicate tools or abnormal costs. But actual usage data is rarely part of the decision process. That means you might know if a tool is redundant, but not if it’s genuinely being used.

What you have is a system that works, but doesn’t yet work for you. It requires constant attention, manual intervention, and coordination. It’s a solid foundation, but the next step is crucial: getting systems to talk to each other, keeping data up to date in real time, and shifting from operational management to strategic governance.

The goal is to turn structure into engine

To move forward, what’s needed is integration. Systems should speak to each other. Data should update itself. Decisions should be based on actual usage and performance, not just cost or assumptions.

That means automating the full cycle — from intake to renewal — and connecting usage metrics directly to the approval process. Only then can the organisation shift from control to intelligence.

When using WithLess, companies at this stage can connect dashboards, ERP and budgeting in real time, centralise spend management, and use real data to make smarter decisions — without adding operational complexity.

Level 4 – Optimised: automated and predictive governance

At this stage, the system has reached its full potential. Every process is integrated, every data point updated in real time, every decision supported by clear, actionable insights. Dashboards sync with the ERP, payments are tracked and governed by shared policies, and approvals are based on measurable criteria. This is the point where technology stops being just a support function and becomes an active part of financial governance.

Now the system works for you, anticipating issues and freeing up resources for what really matters.

Symptoms and consequences of a company operating at the Optimised level

In an optimised company, every part of the SaaS management cycle is orchestrated. Software requests follow a structured intake process, owners are clearly visible, and approvals are triggered by thresholds and centrally configured policies. Cards and bank transfers are managed through a unified platform, with dynamic limits per team, vendor, or cost centre. No spend escapes visibility. No renewal comes as a surprise.

Finance no longer chases paperwork. Invoices arrive pre-categorised, automatically matched to payments, and synced in real time with the ERP. The data is always ready for board meetings, audits, and budget reviews, with no need for manual prep.

And above all, AI becomes a core part of the decision-making process: highlighting unused tools and duplicates, but more importantly, suggesting renegotiations, consolidations, or cancellations based on real usage, performance, and cost. The company no longer simply controls spend; it acts in advance, powered by predictive logic and a data-driven culture that’s shared across teams.

The results are tangible: faster decisions, tighter budgets, strategic governance. Software is no longer just a cost to contain, it becomes an asset to invest in wisely.

The goal: turn the system into a competitive edge

At this level, the risk is no longer losing control; it’s losing momentum. Keeping systems, teams, and objectives aligned takes consistency, ongoing maintenance, and a strong culture of continuous improvement.

When using WithLess, companies at this stage can use data to shape budgets, vendor strategies, and growth decisions, keeping the system efficient even as the organisation scales. Control becomes a strategic lever.

How to move up: what to do after your self-assessment

By now, the question is simple: which level are you at?

Understanding it is the first step. Every company starts from a different place, but all can evolve, as long as they know where they are today and where they want to go. Whether you're still early stage or already more structured, there’s always a next step to take. And taking it at the right time can mean the difference between chasing problems or managing spend with clarity.

Recommended actions by maturity level

🟠 Level 1 – Initial

What to do now: build your first map. Start listing tools, costs, renewal dates and owners.

When using WithLess: get full visibility in under 30 days and uncover hidden margin.

🟡 Level 2 – Emerging

What to do now: standardise the process. Centralise payments, automate invoice collection, and activate smart controls.

When using WithLess: consolidate dashboards, integrate your data sources, and reduce manual workload.

🔵 Level 3 – Structured

What to do now: automate and integrate. Connect real-time data, ERP and approval flows.

When using WithLess: make your system scalable — and let it run smoothly, even as you grow.

🟢 Level 4 – Optimised

What to do now: use data as a strategic lever. Plan, negotiate and decide proactively.

When using WithLess: harness system intelligence to steer your budgets and drive growth.

Use WithLess to move up the maturity curve and reduce your software spend by up to 30% through visible, trackable, and automated governance.

Download the full guide to get started today or book a free demo to see the framework in action, and discover your next step forward.