Interval Research Corporation, a Paul Allen initiative designed to conduct R & D into new technologies and, where possible, bring the new technologies to market through more spawned startups, grew in a few short years into a paper generating monster. The number of projects being managed grew from less than ten projects per year at startup to over ninety within five years. Budgets for the projects were maintained in Excel spreadsheets. Management was faced with combing through dozens of spreadsheets to find supporting data in order to make decisions relating to budget.

Stonegate designed and implemented a project budget management system, which provided a powerful but standardized vehicle which individual project managers used to communicate project plans and budget forecasts. Corporate finance was then able to roll up budgets according to the company chart of accounts, for the first time grasping the financial vista with a few clicks of a mouse. Multiple projects spending across individual categories revealed opportunities to save money by purchasing in bulk. Other such reports disclosed opportunities to avoid unnecessary expenditures through arrangement of cross-project sharing of assets.