Every use case below maps to a live agent in the exchange. The pattern is always the same: the agent asks what an advisor would ask, then hands you a position you can defend at the table.
Your EA renews next fiscal year. The account team is already pushing E5 everywhere, Copilot for everyone and a bigger Azure commitment. Last time you brought in advisors, the engagement ran months and cost six figures.
Takes your license counts, usage and spend through a structured intake, builds the baseline, profiles who actually needs E5 versus E3 or F3, models the renewal scenarios, and produces the negotiation ladder: opening position, fallbacks and walk aways per SKU category.
A costed position for every scenario and a playbook for each meeting with the account team, ready before the first renewal call, not after the third.
Oracle's license management team wants to talk about Java SE subscriptions. The employee based metric means the exposure could be the whole company headcount, not just the developers who use Java.
Walks through where Java actually runs, which versions and builds are in use, what the employee metric would price at, and which remediation paths exist: migration to open builds, isolation, or a negotiated subscription sized to reality.
A defensible exposure number of your own before Oracle gives you theirs, and a response strategy instead of a panic purchase.
Your Enterprise Discount Program term is ending. AWS proposes a higher annual commit for a slightly better discount, but your actual consumption growth does not support the number.
Analyzes your burn trajectory against the proposed commit, models the discount tiers against realistic growth, and builds the counter: the commit level you can defend, the term length that keeps flexibility, and what to trade for the discount instead of pure volume.
A commit number backed by your own consumption data, and negotiation angles for the renewal call.
You bought Copilot seats broadly at the last true up. Adoption dashboards say a large share of licensed users barely touch it, and the renewal quote assumes you keep them all.
Takes your adoption evidence through a structured review, separates habitual users from occasional and inactive ones, recommends the seat count the data supports, and gates future expansion on measured usage rather than optimism.
A right sized Copilot position and the evidence trail to defend it when the account team pushes back.
Post acquisition, your VMware quote moved to subscription bundles priced per core, and the number is several times what you paid before. The deadline is close and the reseller says there is nothing to be done.
Rebuilds the core count from your actual hosts, checks which bundle matches what you really deploy, identifies what you are being bundled into that you do not use, and frames the alternatives: term length, scope reduction, partial migration, or credible exit paths.
A challenge to the quote grounded in your own core mathematics, plus a realistic view of your leverage and timeline.
The move from ECC to S/4HANA is planned as a technical program, but the commercial conversion of your entitlements got a single line in the plan. SAP proposes a contract conversion that quietly drops your hard won legacy terms.
Maps your current entitlements to the new metrics (FUEs, digital access), quantifies what the proposed conversion actually costs against what you own today, and flags the legacy rights you should not give up without compensation.
A conversion position that treats the migration as the negotiation leverage it is, instead of a checkbox in the technical program.
The catalogue covers 15 vendors and keeps growing from user requests. Name the vendor, describe the workflow, and the team that builds the agents takes it from there.