IT Budget Proposal • FY 2026
IT Budget Proposal 2026
Kurum Group of Companies
This proposal presents the projected annual IT budget across Kurum Group entities, covering business software, email, HRMS, shared infrastructure, connectivity, communication, hosting, device governance, and selected one-time procurement. It is structured to support continuity, operational control, transparency, and future growth planning.
Prepared By
Ali Hamza
Designation
IT & Digital Systems Specialist
Department
IT Department, Kurum Group of Companies LLC
Interactive charts • Executive budget layout • Responsive design
Estimated Annual Budget
AED 189K
Working midpoint estimate based on the current business structure, current employees, and current operational requirements.
Possible Budget Ceiling
AED 225K
Total annual budget may increase up to AED 225,000 if the group expands, employee count rises, or service requirements increase.
Highest Cost Drivers
Email, Internet, Cloud
These areas currently create the largest recurring cost pressure across the group.
Potential Savings
AED 20K+
Potential optimization through mailbox cleanup, domain rationalization, and package review.
Executive Summary
The proposed budget is prepared to formalize existing IT spending, replace trial-based controls where needed, improve governance, and support multi-entity operations through a structured and scalable budget model.
Primary Objective
Stability, Visibility & Controlled Growth
Budget Coverage
Software, HRMS, Email, Cloud, Hosting, Internet, Devices & Support
Pending Final Inputs
Final cloud quote and ManageEngine commercial quotation
Management Note: This proposed IT budget is based on the current business situation, current employee count,
and current operational requirements. In case of future growth, additional users, new infrastructure requirements,
or expanded service usage, the total annual IT budget may increase and can go up to
AED 225,000 per year.
Management Understanding
This section explains what management should understand before approval.
1. Budget is built on current conditions
Figures are based on currently active users, existing entities, present subscriptions, and identified operational needs.
2. Budget includes both recurring and selected one-time items
The proposal combines annual subscriptions, monthly service costs, communication charges, hosting, and limited required procurement.
3. Shared services affect multiple entities
Cloud and ManageEngine are not isolated to one company; they support multiple entities and are therefore distributed proportionally.
4. Optimization opportunity exists before final lock-in
Email cleanup, domain review, and communication package review can reduce the overall recurring burden.
Budget Distribution by Entity
Interactive chart showing how the annual budget is spread across the group entities.
Annual Spend Comparison
Entity-wise annual budget comparison for easy executive review.
Estimated Monthly Recurring Cost
This chart helps management understand the approximate monthly cost pressure across entities.
Shared Allocation Structure
Illustration of proposed shared allocation split for cloud and device governance tools.
Consolidated Financial Overview
Estimated cost range by entity based on currently available figures and working assumptions.
| Entity | Estimated Annual Budget | Estimated Monthly Average | Nature of Spend | Status |
|---|---|---|---|---|
| KGC | AED 77,000 – 95,000 | AED 6,417 – 7,917 | Software-heavy, email, HRMS, communications, and shared platforms | Working estimate |
| Prive Lounge | AED 57,000 – 65,000 | AED 4,750 – 5,417 | Internet-heavy, venue systems, static IP, access control, Nexudus | Working estimate |
| KGC Limousine | AED 25,000 – 30,000 | AED 2,083 – 2,500 | SIM packages, devices, communication, and shared services | Working estimate |
| Maventa | AED 11,000 – 13,000 | AED 917 – 1,083 | Email-heavy, light HRMS, Zoho Books, shared services | Working estimate |
| KGC Accounting | AED 5,500 – 6,500 | AED 458 – 542 | Email, HRMS, shared server and managed service usage | Working estimate |
| Total Group Estimate | AED 175,500 – 209,500 | AED 14,625 – 17,458 | Recurring + one-time blended estimate | Management review required |
Base Software Commitment
AED 24,300
Zoho One for 15 users at current budget assumption.
HRMS Commitment
AED 10,332+
ZenHR current estimate based on active employee count.
Largest Controllable Area
Email Cost
Best area for possible recurring savings through rationalization.
Shared Services Allocation Methodology
Shared costs are distributed based on infrastructure dependence, user load, device count, and operational complexity.
| Shared Service | Total Cost Basis | Allocation Logic |
|---|---|---|
| Cloud (Azure + Hetzner) | AED 8,000 – 12,000 | Allocated according to dependence on hosting, integration, and shared service usage. |
| ManageEngine / Asset Management | AED 7,500 – 12,000 | Allocated according to number of managed devices and governance dependency. |
| Shared Storage / Server Access | Included within cloud allocation | Assigned to entities using shared folders, sync, hosted access, or centralized infrastructure. |
Proposed Allocation Split
Suggested split for shared infrastructure budgeting across the group.
| Entity | ManageEngine Split | Cloud Split | Rationale |
|---|---|---|---|
| KGC | 50% | 50% | Main operational load, central management role, largest user base. |
| Prive Lounge | 20% | 20% | Facility systems, medium operational dependency, and site infrastructure usage. |
| KGC Limousine | 15% | 15% | Operational communications, mobile device usage, and managed endpoints. |
| Maventa | 10% | 10% | Smaller usage but still reliant on group-level services. |
| KGC Accounting | 5% | 5% | Limited users with shared access requirements. |
Entity-wise Detailed Breakdown
Detailed cost composition by operating entity. These figures remain editable before final approval.
1) KGC — Kurum Group of Companies
KGC carries the largest share of group-wide IT responsibility and therefore holds the highest budget load.
| Category | Component | Basis | Monthly | Annual | Description |
|---|---|---|---|---|---|
| Core Business Software | Zoho One | 15 users × AED 1,620/year | - | 24,300 | Main business application stack. |
| Device Management | ManageEngine Share | 50% of group estimate | - | 3,750 – 6,000 | Governance, inventory, and monitoring. |
| HRMS | ZenHR | 42 employees × AED 20.50/month | 861 | 10,332 | HR workflow and employee administration. |
| User + department mailboxes | 42 staff + 14 to 20 dept/general emails | 1,680 – 1,860 | 20,160 – 22,320 | Strong candidate for optimization. | |
| Domains | Active domains | Approx. 12 to 16 × AED 150–300/year | - | 1,800 – 4,800 | Requires rationalization review. |
| Hosting | Website hosting | Annual | - | 1,000 – 1,500 | KGC website hosting. |
| Cloud | Cloud allocation | 50% of cloud estimate | - | 4,000 – 6,000 | Shared cloud infrastructure usage. |
| Communication | Landline | AED 400/month | 400 | 4,800 | Fixed-line communication. |
| Consumables | Accessories | Annual estimate | - | 2,500 – 3,000 | Adapters, chargers, peripherals. |
| One-time Procurement | HR Printer | One-time | - | 300 – 500 | HR support printer. |
| One-time Procurement | IP Phones | 2 units × AED 120–150 | - | 240 – 300 | Additional telephony devices. |
| One-time Procurement | PABX | One-time | - | 400 – 800 | Telephony infrastructure support. |
| Estimated KGC Total | 73,482 – 86,652 | Before optimization actions. | |||
2) Prive Lounge
Prive Lounge budget is mainly driven by premium connectivity, venue systems, and site-level operational tools.
| Category | Component | Basis | Monthly | Annual | Description |
|---|---|---|---|---|---|
| Connectivity | Internet | AED 3,375 + VAT with 4 discounted months | ~2,953 | 35,438 | Largest location-specific recurring cost. |
| Connectivity | Static IP | AED 358.06 + VAT/month | 375.96 | 4,511.52 | Dedicated IP support. |
| Communication | SIM cards | Planned range | 100 – 250 | 1,200 – 3,000 | Pending final selection. |
| Business Software | Nexudus | USD 150/month | ~550 | 6,600 | Core lounge/venue management platform. |
| HRMS | ZenHR | 4–6 employees × AED 20.50/month | 82 – 123 | 984 – 1,476 | HR administration. |
| Email accounts | Estimate | 100 – 150 | 1,200 – 1,800 | Operational mailbox usage. | |
| One-time Procurement | Printers | One-time | - | 2,500 – 3,000 | Operational support printers. |
| Consumables | Accessories | Annual estimate | - | 1,500 – 2,000 | Peripheral replacement items. |
| Access Control | SALTO Exit Button | One-time | - | 1,500 | Access control adjustment. |
| Telephony | IP Phones | 2 units × AED 120–150 | - | 240 – 300 | Telephony devices. |
| Communication | Trunk Line | AED 400/month | 400 | 4,800 | Ongoing line charge. |
| Shared Infrastructure | ManageEngine Share | 20% of group estimate | - | 1,500 – 2,400 | Device governance allocation. |
| Shared Infrastructure | Cloud Allocation | 20% of cloud estimate | - | 1,600 – 2,400 | Shared hosted services allocation. |
| Estimated Prive Lounge Total | 55,573 – 65,225 | Excludes major future expansion items. | |||
3) KGC Limousine
Communication-heavy operational entity with cost concentration in SIMs, devices, and shared support.
| Category | Component | Basis | Monthly | Annual | Description |
|---|---|---|---|---|---|
| Communication | Admin SIM | AED 150/month | 150 | 1,800 | Admin communication support. |
| Communication | Driver SIMs | 4 drivers × AED 200/month | 800 | 9,600 | Driver communication packages. |
| One-time Procurement | Mobile Phones | Annual estimate | - | 4,000 – 5,000 | Operational phone devices. |
| Consumables | Accessories | Annual estimate | - | 1,000 | Cases, chargers, minor replacements. |
| HRMS | ZenHR | 5–7 employees × AED 20.50/month | 103 – 144 | 1,230 – 1,722 | HR support. |
| Email Accounts | EUR 50–80/month estimate | 200 – 320 | 2,400 – 3,840 | Mailbox allocation. | |
| Shared Infrastructure | ManageEngine Share | 15% of group estimate | - | 1,125 – 1,800 | Governance allocation. |
| Shared Infrastructure | Cloud Allocation | 15% of cloud estimate | - | 1,200 – 1,800 | Shared infrastructure participation. |
| Estimated KGC Limousine Total | 21,355 – 26,562 | Depends on devices and active staff/users. | |||
4) Maventa
Lean entity with comparatively high email cost relative to the size of operations.
| Category | Component | Basis | Monthly | Annual | Description |
|---|---|---|---|---|---|
| Email Accounts | EUR 150–180/month estimate | 600 – 720 | 7,200 – 8,640 | Main recurring driver. | |
| Accounting Software | Zoho Books | Annual | - | 1,400 | Financial operations software. |
| HRMS | ZenHR | 2–3 employees × AED 20.50/month | 41 – 62 | 492 – 738 | Basic HR support. |
| Shared Infrastructure | ManageEngine Share | 10% of group estimate | - | 750 – 1,200 | Device oversight allocation. |
| Shared Infrastructure | Cloud Allocation | 10% of cloud estimate | - | 800 – 1,200 | Shared hosted services. |
| Estimated Maventa Total | 10,642 – 13,178 | Needs email optimization review. | |||
5) KGC Accounting
Small team with moderate mailbox dependency and limited but necessary shared infrastructure usage.
| Category | Component | Basis | Monthly | Annual | Description |
|---|---|---|---|---|---|
| Email Accounts | 8–12 users × AED 30/month | 240 – 360 | 2,880 – 4,320 | Operational mailbox requirement. | |
| HRMS | ZenHR | 6 employees × AED 20.50/month | 123 | 1,476 | Employee admin support. |
| Shared Infrastructure | ManageEngine Share | 5% of group estimate | - | 375 – 600 | Managed service share. |
| Shared Infrastructure | Cloud Allocation | 5% of cloud estimate | - | 400 – 600 | Shared server and storage usage. |
| Estimated KGC Accounting Total | 5,131 – 6,996 | Depends on actual mailbox count. | |||
Optimization Opportunities
Recommended actions to improve budget control and reduce avoidable recurring spend.
| Area | Current Concern | Recommended Action | Potential Result |
|---|---|---|---|
| Mailbox count appears higher than actual need | Audit active accounts and convert possible cases to aliases/shared routing | Recurring savings | |
| Domains | Multiple active domains may be unnecessary | Retain strategic domains only | Lower annual waste |
| Internet | Prive Lounge internet is a large recurring expense | Benchmark rates and review actual service needs | Renegotiation possibility |
| ManageEngine | Still in trial state | Finalize quote and move to licensed deployment | Better governance |
| Cloud | Scope requires final confirmation | Lock final vendor scope and hosting boundary | Budget predictability |
Risk Register
Key risks that management should note during approval and implementation.
| Risk | Impact | Mitigation | Priority |
|---|---|---|---|
| Uncontrolled email growth | Recurring cost inflation | Quarterly mailbox review and approval process | Medium |
| Trial-based asset management | Weak governance and lower audit readiness | Commercial licensing and formal onboarding | High |
| Cloud scope not locked | Budget variance | Confirm final quote before closure | Medium |
| Unnecessary domain renewals | Annual waste | Portfolio cleanup workflow | Low |
Budget Approval Recommendation
Suggested management action for controlled approval and next-step execution.
Recommendation: Approve the IT budget in principle, subject to final confirmation of cloud and ManageEngine commercial quotations,
and authorize immediate optimization work for email, domains, and communication package review.
| Approval Item | Recommended Action |
|---|---|
| Annual recurring systems budget | Approve |
| ManageEngine commercial procurement | Approve subject to final quote review |
| Cloud integration budget | Approve subject to vendor scope confirmation |
| Email and domain optimization exercise | Approve immediately |
| One-time procurement items | Approve under operational capex control |
Implementation Roadmap
Proposed high-level execution sequence once management approval is granted.
| Phase | Timeline | Action |
|---|---|---|
| Phase 1 | Immediately after approval | Freeze non-essential domain and mailbox additions |
| Phase 2 | Week 1–2 | Obtain final commercial quotes for ManageEngine and cloud |
| Phase 3 | Week 2–4 | Confirm allocations and lock recurring baselines |
| Phase 4 | Month 2 onward | Run optimization review for mailbox, domain, and communication plans |
| Phase 5 | Quarterly | Review actual vs budget and report variance |
Management Comments & Remarks
For directors, senior management, or reviewers to submit observations, decisions, or requested amendments.
