Who we are.
OracleNegotiations.com is an independent buyer side advisory firm. We were founded in 2020 by a team of former Oracle license consultants, procurement leaders, and contracts attorneys who had spent two decades watching one pattern repeat itself. A client receives an Oracle proposal, treats it as the starting price, and signs a contract that is twenty to fifty percent above what the deal should cost. The information asymmetry between Oracle and its customers is the largest single driver of overspend in enterprise software.
Our entire practice exists to close that gap. We sit on the client side of the negotiation table for Oracle renewals, unlimited license agreements, software audits, new license purchases, cloud migration deals, and contract reviews. We do not sell Oracle licenses. We do not accept referral fees from Oracle or any Oracle reseller. We do not advise Oracle on its sales strategy. Our compensation comes from one place only, which is the buyer we are advising.
What buyer side advisory means.
Most software advisory firms work both sides of the market. They advise buyers part of the year, then they advise vendors. They take placement fees from Oracle for steering deals. They build joint solutions with the Oracle sales organisation. That model creates structural conflicts that show up at exactly the moment a buyer most needs an advisor with no other allegiance, which is the final two weeks before contract signature.
We chose a different structure. The firm is buyer side only. Every analyst, every senior advisor, and every contracts reviewer is paid by the buyer. The decision to walk away from a deal is always available to us, because we never have a parallel relationship with Oracle that depends on the deal closing.
What we do.
Our service line covers the six engagement types that account for ninety five percent of Oracle spend events for large enterprises. Renewal negotiation is the most common, because every Oracle customer faces an annual support uplift conversation. ULA negotiation and certification covers the deals that account for the largest dollar values but the smallest population. Audit defence is the area where the cost of being wrong is highest. New license procurement, cloud migration advisory, and contract review round out the practice.
We do not provide implementation services. We do not deploy Oracle software. We do not manage Oracle environments. Our scope ends at the signed contract and the closed audit letter. Clients who need implementation work after the contract is signed engage their preferred system integrator or internal team for that phase.
How we price.
Two engagement models are available. Fixed fee is a flat advisory fee paid at engagement start. The client pays the same amount regardless of the savings outcome. This model suits procurement teams that need a defined deliverable with a defined cost for budget planning purposes.
Success fee is zero retainer. We get paid only when the client saves money against an agreed baseline. The fee is a percentage of the documented savings achieved through the engagement. This model suits engagements where the client wants the advisor to be fully aligned with the outcome and is willing to share a portion of upside with the advisor in exchange for that alignment.
Clients choose at engagement start. We do not steer towards either model. The right answer depends on the type of engagement, the client risk tolerance, and the budgeting cycle of the buyer organisation.
The team.
The senior advisor bench combines twenty plus years of cumulative Oracle expertise. Backgrounds include former Oracle license management services analysts, former Oracle commercial deal desk leaders, former chief procurement officers from Fortune 500 buyers, and contracts attorneys who specialise in enterprise software. Every senior advisor has personally negotiated against Oracle on the buyer side for at least seven years.
For each engagement we assign a lead advisor and a second reviewer. The lead handles the client relationship and the live negotiation. The reviewer pressure tests the counter offer, the savings calculation, and the contract language before any document goes back to Oracle. Two sets of eyes on every commitment is the standard.
Where we work.
The firm has two locations. The New York office covers North American clients across the eastern and central time zones. The London office covers United Kingdom, European, Middle East, and African clients. Engagements are delivered remotely with on site presence available at client request. We do not maintain offices in other cities. Clients in other regions are served through the closest office.
What we will not do.
We will not negotiate against Oracle on behalf of clients while taking any form of compensation from Oracle or an Oracle reseller. We will not provide reference calls or testimonials to Oracle sales teams. We will not recommend Oracle products as the right answer for any technology question. We will not accept engagements where the desired outcome is to extract a specific concession that the client has not analytically justified. We will not produce analysis that the firm does not stand behind under audit conditions.
The combination of these rules narrows the firm. It also makes the work we do credible to procurement, finance, legal, and the audit committee. When we tell a client that an Oracle proposal is fair, that statement carries weight because we have no incentive to say the proposal is not fair.
Contact us.
All enquiries are handled through the quote request form. We do not publish a contact email address because work emails sent to a public mailbox produce response times that do not match the urgency of an Oracle negotiation. The intake form routes directly to a senior advisor for triage within one business day.