ITFM
IT Financial Management
See what a system costs across licences, infrastructure and vendor contracts, who owns that spend, and which renewals land next quarter.
IT financial management
The connected organisational model
Understand how your organisation fits together.
state3 connects applications, infrastructure, business processes, ownership, vendors, contracts and risk into a single model of your organisation. When someone asks what a change will affect, the answer comes from relationships you have already mapped, not from another round of asking people. That model is what enterprise architecture, application portfolio management, technology risk, cost and change all draw on.
One graph. Many lenses. Each discipline looks at the same organisation from a different angle.
APM
Application Portfolio
See what an application costs, who owns it, what depends on it, and whether something else already does the same job.
application portfolio managementRisk
Risk Management
Attach a risk to the application, vendor, service or business activity it sits on. Record the owner and treatment, then see what else is exposed.
technology risk managementChange
Change Process
Before approving a change, see the systems, processes, people and risks connected to what you are about to touch.
change impact assessmentITSM
IT Service Management
Link services to the applications and infrastructure beneath them, so an operational event can be read in business terms — plus request handling where there is no separate service desk.
IT service management
01 · The problem
You already have this information. It just isn't connected.
Most organisations we work with aren't missing data. They have an application list in a spreadsheet, a CMDB that was accurate at go-live, architecture diagrams from the last programme, contracts in a finance system, risks in a register, and a good deal of context that exists only in the heads of four or five long-serving people.
Each of those is a reasonable record of one thing. None of them records how any of it relates. So when someone asks what a change will affect, the work starts again: find the right people, check whether the spreadsheet is current, draw the diagram on a whiteboard, and hope nothing was missed.
The difficult part was never collecting another list of applications. It's knowing how they connect to everything else.
02 · What you can ask
The questions that are hard to answer today.
What breaks if we turn this off?
Which applications support this business process?
Which contracts expire in the next 90 days?
Where are we running unsupported technology?
Which risks are attached to this application?
Which applications have no clear owner?
Who is asking changes the shape of the answer. There is a version of this for organisational context for IT operations and one for technology intelligence for CIOs.
None of these are hard questions. They're hard to answer because the answer is spread across six systems and several people's memory.
03 · Keeping it current
A model is only useful if it is still true.
Every CMDB you have used drifted. Ours would too, if the only thing keeping it current was people remembering to update it. So state3 takes information from three directions and treats them differently: scheduled connectors pull from source systems that already know the answer, bulk import covers what no connector reaches, and people edit directly where judgement is needed. Once a person has edited a field, automation does not overwrite it. state3 records where each fact came from and when it was last confirmed.
NZ
Built for councils, government, tertiary institutions and primary industries
04 · AI access
Your assistant knows how to reason. It does not know your organisation.
An AI assistant can write a decent migration plan. It cannot tell you what your migration would affect, because it has never seen your estate. state3 already holds that context, and the state3 MCP server lets an authorised AI client ask questions of it.
The context stays in state3.
The model is not given a copy of your organisation. It asks state3, and state3 answers within the permissions that user already has, so the organisational knowledge stays where it is governed. We backed MCP because it is an open standard: whatever your team uses this year, and whatever replaces it, connects the same way. The exchange on the right illustrates the kind of question an AI client can put to state3, and the shape of the answer that comes back.
Claude Code
any MCP-capable client
Example · Claude → state3 via MCP
What would break if we decommissioned the AD domain controller?
lookingchecking dependencies, up to five hops out…
CriticalFinance ERP · Payroll · SSO
Activities14 business activities affected
Risks7 open · 3 untreated
Change2 in-flight change requests
Contracts5 vendor contracts linked
05 · What state3 means
Three states. One destination.
Most organisations do not know the state of their own technology in any complete way. The journey from invisible to understood is why state3 exists, and where the name comes from.
State 1
Invisible
In people's heads. Lives in spreadsheets, vendor portals, tribal knowledge.
State 2
Visible
Documented but static. Diagrams that go stale the day they ship.
State 3
Understood
Live, queryable, and actionable. The graph any AI — or person — can ask.
06 · Who this is for
Built for organisations where someone has to justify the decision.
Renewals, audits, ministerial questions, mid-flight change programmes. The common thread is not size — it is that decisions have to be explained to someone who was not in the room.
Local Councils
Ratepayer money is finite and the spend is public. See what a system costs, what it supports and what replacing it would involve — before the question is asked at a council meeting.
Central Government
Ministerial questions arrive with hours of notice. “What depends on what” becomes something you look up rather than convene a meeting about.
Tertiary Institutions
Federated faculties, decentralised IT, and nobody holding the whole picture. state3 keeps that picture current as departments reorganise around it.
Primary Industries
Operational technology and corporate IT run on different assumptions. state3 maps where they meet, so neither side is surprised by the other’s change.
Ports & Logistics
Continuous operation and no real maintenance window. Impact has to be understood before the change is scheduled, not during it.
Whatever the sector, here's what changes:
Today
→
With state3
Renewals arrive without warning. Costs creep year over year.
→
Spend defensible to the dollar.
Every contract priced months in advance.
Knowledge walks out the door when a senior person leaves.
→
The next person sees the same picture.
Ownership and dependencies live in the graph, not in someone's head.
Every audit prep starts from scratch. A quarter consumed before the questions land.
→
The evidence is already assembled.
Ownership, dependencies and contracts are in one place when the auditor asks.
Change projects stall waiting for impact assessments nobody trusts.
→
No upstream surprises.
Run the impact in seconds, five hops out, scored by criticality.
07 · Getting started
How an engagement usually starts.
1
Discovery call
We explore your goals and the specific challenges in your environment. About 30 minutes.
2
Tailored demo
We show state3 Enterprise on data shaped like yours — so you can see exactly how it would work.
3
Proof of Value
A short, scoped engagement using your real data, so you can judge it on your own estate rather than a demo dataset.
Talk to us about your estate.
A 30-minute call, and we will tell you honestly whether state3 fits what you are dealing with.