SaaS Stack Intelligence
Which tools are worth paying for?
Most mid-market organizations are running between 250 and 600 SaaS licenses across the workforce. Some of those tools are critical infrastructure. Most are not. A few are duplicates of tools that already exist elsewhere in the stack, picked up by different departments at different times, paid for by different cost centers, and never reconciled.
Industry analysts estimate that 20 to 35 percent of enterprise SaaS spend goes unused. For a 1,500-person organization, that translates to seven-figure annual waste hidden inside line items no single person owns. The CFO sees the aggregate spend. The procurement team sees the contracts. Neither sees who is actually using what.
What Levos measures
Levos pulls behavioral signals from every connected SaaS tool through customer-authorized OAuth flows. Specifically:
- License utilization. Active weekly usage per license, not just license assignment. The gap between 'we have 600 Microsoft 365 licenses' and '440 people opened Outlook this week' is the gap most procurement teams cannot quantify.
- AI tool adoption depth. For every AI tool in the stack (Copilot, ChatGPT Enterprise, Gemini, Claude, Grammarly, etc.), the frequency and depth of actual usage by team and role. Not adoption rate. Adoption depth.
- Tool overlap. Where two or more SaaS tools serve the same function for different departments. Common patterns include CRM duplication, project management duplication, and AI tool overlap.
- Cost per active user, by tool. Total annual spend divided by the number of seats actively producing work in that tool, not by total licensed seats. This is the number that exposes the tools you should keep, the tools you should reduce, and the tools you should kill.
What the CFO sees
A single SaaS Stack Intelligence surface that lists every connected tool, the active user count, the cost per active user, the overlap with other tools in the stack, and a recommended action with a dollar value attached. The recommended actions are explicit: keep, consolidate, renegotiate, retire.
Every recommendation includes the math behind it. Every retirement candidate includes the projected savings in the next contract cycle. The CFO walks into the next renewal conversation with the data already in hand.