Rego Consulting makes the software work

An automaker with more than 60,000 employees had a peculiar problem. Its factories could produce vehicles, but its financial and IT teams needed a month to assemble monthly actuals reports. Three business units used different systems. People copied numbers into Excel. The report was becoming an industrial product in its own right, requiring human labor at every junction.

In Rego Consulting’s account, the answer was to make better use of software the manufacturer already owned. Rego helped centralize data in Apptio, connect information from SAP and ServiceNow, and automate routine reporting. Preparation fell to two days. Apptio’s audience grew to more than 200 users, and executives began using it daily.

That is a useful introduction to Rego. The interesting purchase here was expertise about how existing tools should work together. The software license was already in the building.

02A business built between the systems

Rego operates in the space between a technology purchase and a working organization. Its consultants implement portfolio software, connect applications, tune performance, train users, and support systems after launch. Portfolio management answers which work deserves money and people. Technology business management explains what IT costs. Agile delivery concerns how teams execute. Rego works across those boundaries.

The firm’s current roster includes Broadcom’s Clarity and Rally, IBM Apptio, Targetprocess, Cloudability, Microsoft products, and AWS services. A finance leader might bring it in to clarify technology spending. A project office might need realistic staffing plans. An application administrator might simply need an upgrade that does not ruin everyone’s Monday.

The customers are organizations with enough complexity for coordination to become expensive: manufacturers, financial institutions, healthcare providers, public agencies, and technology businesses. Rego says it has worked with more than 650 organizations. Its named customer testimonials include Ford, BayCare Health, and the State of Massachusetts.

03Sometimes the fix is subtraction

At an unnamed global logistics company, the obstacle was an overgrown Apptio model. Layers of allocations and rate calculations had accumulated until configuration changes took roughly ten hours to calculate. Internal specialists understood the business, but maintaining the machinery consumed their time.

Rego worked with IBM on a technical health assessment. The team deactivated unused reports, reduced oversized tables, removed unnecessary columns, and eliminated inefficient drill paths. Calculation time fell to about five hours. Rego also reports a 25 percent reduction in the internal team’s configuration workload.

The first thing to fail in this account was maintainability. The response was careful deletion and restructuring, backed by continued support. For anyone running an enterprise system, the copyable move is specific: inventory the objects that nobody uses before commissioning the next layer of customization.

04The consultants are called guides

Dan Greer founded Rego in 2007. The company calls its consultants guides, and explains its name through the Latin verb meaning to guide. That vocabulary fits its stated approach: involve the client’s own staff so they understand the consequences of configuration decisions and can support the result.

Greer’s leadership biography describes a culture centered on “customer satisfaction and success.” Rego’s stated engagement goals include improving management maturity, reducing implementation and ongoing support costs, and increasing adoption. It also matches employee charitable donations dollar for dollar through a program supporting more than 40 charities across multiple countries.

Its history shows a business adding specialist knowledge. Rego announced the acquisition of SharePoint consultancy Avitiva in August 2023, bringing Wynne Leon into its Microsoft practice. The following month it announced an agreement to acquire UK Clarity specialist Pemari, adding regional reach and a collection of Clarity utilities. These were extensions of technical capability and customer relationships.

05A little less assembly required

Rego sells consulting, implementation, training, managed support, and software through reseller relationships. Clarity by Rego offers tailored pricing packages and a 14-day trial. Buyers are purchasing a combination of tools and services whose scope depends on their organization, rather than choosing one universal consulting package from a shelf.

Reusable work is part of the proposition. RegoXchange distributes reports and other solution content. Rego Costing Suite combines IBM Apptio Costing & Planning with implementation, training, managed support, and Rego’s own accelerators. regoSync automates data integration; regoEngage supports communications, reporting, and stakeholder engagement.

For a buyer, the useful calculation includes the staff hours required to keep a system working. Ask which activities the engagement will remove, which your team will inherit, and how the handover will work. A faster report matters most when somebody can maintain it next quarter without reopening the same consulting project or rebuilding everything from scratch.

This gives Rego a distinct place among alternatives. A company can use its internal administrators, hire another platform specialist, or engage a broad systems integrator. Rego’s pitch rests on concentrated platform expertise and assets it can reuse across engagements. Broadcom partner designations and IBM’s 2024 TBM Partner of the Year award for the Americas support that positioning. They are useful signals of vendor relationships, rather than a substitute for evaluating a proposed team.

“customer satisfaction and success”The staff priority described in Dan Greer’s Rego biography

06Getting the room to agree

At Rego University’s April 2026 Apptio summit in Chicago, sessions paired cost modeling and technical subjects with change management. Attendees could bring practical questions to open labs. The company’s recap emphasized starting change work early, securing leadership alignment, and building feedback in both directions. Training was one part of a wider organizational task.

Rego’s 2026 Yarken partnership follows the same logic from another direction. The offering connects technology cost data across cloud services, software, infrastructure, and labor. Rego positions it particularly for organizations early in their TBM or FinOps journey, including teams still relying on manual forecasting and spreadsheets.

The lesson to borrow is to start with a recurring decision: which application costs too much, which project lacks capacity, which report arrives too late. Establish who owns the underlying data. Remove redundant work. Then test whether the person making that decision actually uses the result.

This approach needs accessible data, engaged internal owners, and permission to change established routines. A team unwilling to agree on cost definitions will carry that disagreement into its next dashboard. Rego’s customer stories make a persuasive case for improving those foundations. The two-day report is the visible result. The more consequential change is an organization finally able to act on it.