RPS manages the vendors, contracts, renewals, systems and projects your business depends on — so problems, deadlines and opportunities are handled before they take your time.
Nobody owns this.
This is what we manage.
Photograph — moment 1
RPS across a table from a business owner or CFO.
Papers everywhere. Mid-conversation. Nobody facing the camera.
Natural light, slight grain, imperfect framing.
One relationship.
Your external world.
How RPS works
You
You hold the contract with whoever does the work, and you make every decision.
Your side of the table
Works out what is needed, finds and compares who could do it, recommends one with the reasoning, coordinates it, holds the deadlines, and asks afterwards whether it worked.
Their side
A qualified, licensed specialist does the work in their own field.
The same shape in every category, including the physical ones.
On anything needing a licence, you contract the licensed provider directly and RPS manages that relationship. RPS performs no regulated work and is never the licensed party.
Photograph — moment 2
RPS and a client across one table.
Three proposals open between them.
Mid-conversation. Nobody facing the camera.
Moment 3 · iA comms rack mid-work. Cables, a torch, somebody’s hands.
Moment 3 · iiA warehouse or yard. Equipment, weather, a clipboard.
Moment 3 · iiiA quiet back office. Invoices, a second monitor, coffee going cold.
Moment 3 · ivA half-finished space. Dust sheets, tape on the floor.
Documentary, never stock. Natural light, slight grain, real work happening.
Try it
We’d start here
Switching payroll takes ninety days. Your contract wants sixty days’ notice.
Renewal is 1 October. You needed to start on 4 May.
We track the third date.
We looked anyway.
$27,000
of scheduled price increases nobody had noticed were scheduled.
Clause 7 of an order form. Found on a routine read.
5 months
earlier than the client thought the payroll review had to begin.
Notice plus implementation, counted backwards.
2 systems
doing substantially the same job, in two different budgets.
Mapped across departments, not within them.
That’s the point.
The cheapest provider, with a six-month implementation, a patchy service record and a three-year term, can be the most expensive decision you make all year.
The proposal won’t say so anywhere on it.
What RPS is not
We make sure you have the right ones.
And that they keep being the right ones.
Behind your RPS team
Every relationship, every deadline, every decision and every outcome, in one system. This is the actual chain — an action, the evidence behind it, the contract it came from, what the provider did last time, and what it was worth.
Wednesday morning
Why am I seeing this?
The contract it came from
An amendment shortened notice from 90 days to 60. Both readings are kept — the one that governs, and the one it replaced.
What RPS knows about the alternatives
No scores and no star ratings. A number built from two engagements looks like knowledge and is indefensible, so the sample size sits beside every claim instead.
What happened, and what it was worth
Every relationship. Every deadline. Every decision.
Photograph — moment 4
A phone call in a corridor, or a provider meeting mid-sentence.
Somebody doing the work the system is keeping track of.
Candid, natural light, slight grain.
The system never calls anybody. We do.
One client
A composite built from real engagement patterns, not a named client.
How RPS is paid
Clients pay RPS a monthly retainer. Some providers also pay referral fees — that is simply how several of these markets work. When one does, it is printed on the recommendation you are reading, before you decide, next to the alternatives who do not.
A sourcing business that hides its own economics is a directory with better manners.
Who you are dealing with
RPS is run by Will Friedman. Big 4 public accounting first, then private credit and real estate — building the numbers, defending them to the people whose money was in them, and carrying the relationships that came with it.
An unusual background for a sourcing business and a deliberate one. The job is not knowing more about payroll software than a payroll vendor. It is knowing which questions a market turns on, insisting on a like-for-like comparison, and explaining a recommendation to somebody who is paying for it and entitled to push back.
You should be able to ask where any number came from and get an answer the same day. Will Friedman — Founder
Enough about us
Tell us roughly how many people you are, which outside providers come to mind first, and the one that is currently annoying you. That is enough for us to say whether we can help.