Decommissioning across Downtown Berkeley, West Berkeley, and the Fourth Street corridor and the wider East Bay. Downtown Berkeley, West Berkeley, and the university corridor. Research groups, climate startups, and nonprofits. Budgets are real and so are the sustainability requirements. That is our whole pitch.
Berkeley spends other people's money carefully. Grants, endowments, and donor funds all arrive with a reporting obligation attached, and a furniture decision has to survive that scrutiny as well as the budget it came out of.
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.
The crew is already working Downtown Berkeley, West Berkeley, and the Fourth Street corridor, so nobody flies in to survey and sends a stranger to install. 24hr on new briefs. 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.
On the ground in Downtown Berkeley, West Berkeley, the Fourth Street corridor, Gilman, and the university corridor. One crew, one project lead, 24hr on new briefs. Multi-site work across the West runs through the same coordinator rather than a relay of subcontractors.
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.
Older stock, frequently no dock, occasionally no elevator worth the name. Half of West Berkeley is light-industrial conversion where the roll-up door is the loading plan. Site survey before spec, every time.
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.
Berkeley buys value-grade and mid-grade in quantity and cares about condition more than brand. B-grade seating in bulk does better here than a small run of showpiece lounge.
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. Building access, protection, and after-hours labour are inside the number rather than added to it in week three.
Crew already in the East Bay, not dispatched to it. The person who walks the space is on the job the day it ships, which is the difference between a schedule and an estimate.
24hrRecover value. Skip the landfill. Get the paperwork. One crew handles it end to end, not a vendor chain trading dropped balls and blaming the schedule.
One project leadOakland, San Francisco, and Walnut Creek run out of the same crew and the same RESEAT ID program, through one coordinator who returns calls.
West regionWe 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.
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. The test is simple: ask a dealer what they are carrying a quota on this quarter.
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.
People who already work Downtown Berkeley and West Berkeley and know which buildings need a night crew and which will let you load on a Tuesday. 24hr on new briefs, and the same faces on the second project as on the first.
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 what a decommissioning quote leaves off when it is trying to look cheaper than it is.
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.
The first call usually saves you a week. Ask in the brief if yours is not here. 24hr on new Berkeley briefs.
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.