Decommissioning for Consulting and Advisory companies, anywhere we serve. Consulting firms need rooms that impress clients and rooms that hold up to a war room sprint. We furnish premium client spaces, hoteling stations for traveling consultants, and project-based rooms that turn around fast.
Consulting firms furnish for a headcount that is rarely in the building. The firms that pull their own occupancy data before specifying buy noticeably less furniture, and are noticeably happier with what they bought.
Decommissioning for Consulting and Advisory teams looks nothing like decommissioning for, say, a coworking operator. Moving out of a space doesn't mean writing off your furniture. We resell what has value, donate what fits a charity's needs, and recycle what's left. You get the cash recovery, the tax letters, and the ESG report.
We work this lane across 40+ markets at 40-60% off the new price, sourced across every major line rather than out of one manufacturer's catalog. Open line, unfranchised, second life only. Every piece leaves tagged with RESEAT ID and lands on the 12M+ pounds we have already kept out of landfills.
Not positioning. The operational facts that decide how a project here actually runs, written down before you ask.
Hoteling desks, few assigned seats, and client-facing rooms that carry the impression the firm is selling. Utilisation data should write this spec and rarely does.
Every pound that sells is a pound you do not pay to bury, twice over: once off the disposal invoice and once onto the recovery line. Resale-first is not a sustainability posture. It is the arithmetic that makes the job cheaper.
Specifying for headcount instead of attendance. Buying 120 desks for a team that never has more than 60 people in the building on the same day.
How early the inventory was taken. Counting from a floor plan while people are still sitting in the chairs beats counting from a pile, and guessed inventory sells for less.
A partner group decides, often against occupancy data that already exists somewhere in the building system. The firms that pull that data first buy noticeably less furniture.
Ninety days out is comfortable, sixty is workable, thirty means you are buying speed and speed is the most expensive thing on a decommission. Buyers need time to inspect, commit, and schedule a pickup.
Every line of scope, on the proposal. No mystery markup, no surprise charges on install day. Priced for decommissioning specifically, including the parts most quotes leave to a change order.
War rooms, hoteling, and rooms that close deals. The fabric, the finish, the durability, and the review that has to pass before any of it ships.
UtilisationRecover value. Skip the landfill. Get the paperwork. The person you brief is the person you call when something needs to move.
One project leadWe have shipped this combination across the country, at 40-60% off the new price, with RESEAT ID on every piece. References under NDA on request.
12M+ lbs divertedWe don't put a tree icon on a CO₂ stat and call it a day. The same RESEAT ID dashboard tracks impact data project by project, so it lands in the ESG report with the math intact.
We sell furniture for a living, but the way we sell it is the actual product. Six things that show up in every project, and that most dealers won't say out loud.
Every piece is inspected, warrantied, and tagged with RESEAT ID. Most dealers treat second life as a side hustle. It is the only thing we do. On consulting and advisory work that record is half the deliverable, and it is the half that gets audited.
We are not franchised to a manufacturer, so no catalog decides your spec and no quota decides what we recommend. If we cannot solve it second life, we say so and point you somewhere useful. That matters more in consulting and advisory than in most categories, because the substitution a franchise dealer makes quietly is the one your reviewers catch loudly.
Furniture as a Service for teams that do not want to own the chair forever. 12, 24, or 36-month terms, refresh built in, and the buy-out and return numbers stated on day one rather than produced at the end. It exists for the budget conversation as much as the furniture one.
Our cut goes on the invoice, not buried in markup. Network dealers keep 30%, RESEAT keeps 70%, and everyone can see the math. Ask any dealer what their margin is on your project. The answer tells you most of what you need to know.
We have been through consulting and advisory compliance reviews and procurement cycles before. The first one of those is the hard one, and yours will not be our first. References under NDA on request.
Decommissioning runs end to end with one project lead, one crew, and one invoice. Not a moving company calling a procurement firm calling a decom vendor, each of them certain the delay belongs to somebody else.
The line-by-line, on the proposal. The 70/30 RESEAT/dealer split sits there too, not buried in markup. Including the things a consulting and advisory buyer normally has to ask three times to find out.
We have run this one plenty of times. These are the ones consulting and advisory teams hit, in roughly the order they hit them.
One project lead. One crew. One invoice. Not a moving company calling a procurement firm calling a decom vendor. Lbs diverted 12m+, stated on the first call.
Inventory every piece with condition grading and value estimates.
Disposition plan: resale, donation, recycling.
Removal with chain-of-custody tracking.
Detailed report on value recovered, donations, and impact.
Everything below is answerable before you sign anything. Proposal inside 72 hours on decommissioning.
Tell us about the space, the industry, and the deadline. We come back inside 48 hours with a real plan and the math on what saves the most.