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The subscription cost is the visible half and usually the smaller one. The larger half is the work nobody invoices: the scope retyped from a proposal into a project plan, the timesheet reconciled against the rota, the month end that takes a week because most of that week is spent asking people for numbers that already exist somewhere.
Almost every company we speak to has one. It has a single maintainer, it reconciles two or three systems, it is more trusted than any of them, and it appears on no architecture diagram. It is the clearest evidence that the systems underneath it do not agree — and it is the first thing that stops being necessary.
Invoices assemble from delivered work and approved expenses. Payroll and project cost come from the same approved hours. Support load is visible against the account before a renewal rather than after it. Closing the month becomes a review of numbers everyone already agreed on rather than an investigation into which copy to believe.
You do not need to move everything at once, and we would advise against it. Move the hand-off that hurts most — usually sale to delivery, or timesheet to payroll — and run it alongside what you have for a month. If the argument holds there, it holds for the next one.
It depends entirely on the product and the state of your data. Rather than quote a number we cannot stand behind, the migration section on each product page describes exactly what imports and in what order.
No. Each product stands alone, and plenty of companies run two or three Treepie products alongside tools they have no reason to change.
The pricing page has a calculator that compares your seat count against published list prices for the point tools each product replaces. It uses their real numbers, and it is the honest way to answer this rather than a claim on a marketing page.