Compare the same responsibilities.
List the tasks you would hand over to USG. Compare what those same tasks would cost your team or another provider, at the same workload, experience level, quality, and deadlines.
Use your payroll, employment costs, provider invoices, systems costs, and time spent supervising and correcting the work. If you are building a new office, use an approved hiring plan.
Include the costs you will keep.
Include USG’s fees, your team’s time supplying inputs, training and reviewing outputs, software, and the providers you still need. Show setup, transition, and overlap separately. Do not count the same staff time twice.
Manager and fund fees, custody, trading, and carried interest are separate from the cost of operating the office unless the engagement actually changes those charges.
Count the whole commitment.
Your proposal sets out a one-time fee for the six-week setup and a fixed monthly fee for ongoing service, with a six-month service minimum. Get in touch for pricing based on the work you need handled.
Include both setup and ongoing service when comparing costs. Monthly service starts after you accept implementation, so setup plus twelve service months covers more than twelve calendar months from kickoff. Compare both alternatives over the same full period, including the costs incurred while work is being transferred.
If you need only part of the service, ask for a separate quote covering that work.
Separate money saved from time freed up.
Track actual spending avoided, time returned to the existing team, and capability you did not have before. Those are different benefits. Freeing someone’s time does not reduce payroll unless the staffing cost changes.
For an advisory firm, compare what remains of your client fees after paying USG and the staff, systems, and providers you still need. Keep potential new revenue separate from costs you can actually remove.
Agree a baseline and review date before implementation. Track reporting turnaround, preparation and review hours, corrections, overdue tasks, and whether another authorized person can follow the documented process. Use the measures that matter to your office; proposed savings and avoided hiring remain estimates until verified.