Case Study

Validating Technology Spend in a Constantly Changing Construction Environment

Executive Summary

  • Audit-led engagement validating technology spend across a decentralized, project-based operating model
  • 23% reduction identified and validated across wireless, wireline, and field communications services
  • Significant billing footprint uncovered beyond known invoices and accounts
  • Asset reuse opportunities identified to offset growth-driven spend
  • Post-audit advisory ensured results remained realistic and credible as projects evolved


The Challenge

The organization operated a highly decentralized technology environment to support active construction projects across multiple regions. New job sites opened frequently, others closed or transitioned, and field personnel moved constantly between locations.

Technology services were provisioned rapidly to meet project needs, but disconnects, suspensions, and asset reuse were not consistently governed. As a result, leadership lacked clear visibility into how many services were active at any given time, which services were tied to active versus completed projects, where suspended or inactive assets could be reused, and whether billing accurately reflected operational reality.

While leadership suspected inefficiencies, they also understood that construction environments are dynamic by nature. Any savings initiative needed to account for constant change rather than assume a static operating model.

The DBC Audit Approach

Dev-Byrne & Company conducted a forensic Technology Expense Audit designed to establish an accurate baseline across the organization’s wireless and wireline environment. The engagement included:

  • Discovery and validation of all active and inactive services across vendors
  • Reconciliation of invoices, accounts, and billing hierarchies
  • Identification of unused, suspended, duplicate, and misclassified services
  • Review of pricing structures, features, and contract terms
 

During discovery, DBC identified that the number of known invoices materially understated the true billing footprint. Additional accounts and services were uncovered that had not previously been visible to the client. All findings were supported by invoice-level evidence and reviewed with Finance and Operations stakeholders.

Key Findings

  • Hundreds of suspended or inactive wireless lines remained billable
  • Field teams frequently provisioned new services instead of reusing existing assets
  • Disconnected job sites continued to incur recurring charges
  • Pricing and feature configurations varied widely across similar services
  • Client-driven growth activity offset some audit-identified savings
 

Rather than presenting findings in isolation, DBC worked with the client to interpret results in the context of real operational behavior.

The Outcome

  • 23% reduction in total technology spend identified and validated
  • Elimination of costs tied to inactive, unnecessary, and misclassified services
  • Improved visibility into the full size and composition of the technology environment
  • Identification of asset reuse opportunities to avoid future spend
  • Clear separation between audit-identified savings and growth-driven increases
 

Savings were validated through invoice review and confirmed over subsequent billing cycles.

Post-Audit Advisory

Following the audit, the organization continued to add new services to support active projects. Rather than treating this as missed savings, DBC acted as a practical advisor.

DBC supported the client by:

  • Recommending reuse of suspended assets instead of provisioning new services
  • Advising when not to pursue potential savings tied to government pass-through charges
  • Helping offset growth-related spend through disciplined cleanup elsewhere
  • Providing ongoing guidance to reduce waste as project activity evolved
 

This ensured the audit remained relevant, realistic, and credible over time.

What Changed

For the first time, the organization had a clear view of how technology spend shifted with project activity. Leadership gained confidence in distinguishing between avoidable waste, necessary growth-driven spend, and opportunities for reuse versus new provisioning. Technology expense management shifted from reactive cleanup to a more informed, disciplined process aligned with construction operations.

Why It Worked

  • Audit-led, evidence-based methodology
  • Deep understanding of field-driven operating environments
  • Willingness to advise against pursuing non-viable savings
  • Practical guidance acknowledging constant operational change
  • Focus on credibility and sustainability rather than headline numbers
 

DBC demonstrated that managing technology spend in construction requires judgment, not just math.

Client Snapshot

Industry: Construction & Infrastructure

Organization Type: National heavy civil construction firm

Operating Model: Project-based, geographically distributed field operations

Technology Environment: Wireless mobility, Wireline circuits, Data services, Field communications

Engagement Type: Technology Expense Audit with ongoing advisory support

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Considering Your Approach

Organizations managing complex technology environments often benefit from a disciplined review of inventory accuracy, contract alignment, execution ownership, and sourcing decisions. A structured discussion can help determine whether audit, consulting, or sourcing support is appropriate for your environment. 

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