Value creation
EBITDA Improvement
We take the opportunities an assessment surfaces and drive them to a number on the P&L — running the vendor negotiations, the consolidations and the process changes alongside your team.
- Typical timeline
- Engagements typically run two to four quarters
- Best suited to
- Sponsors and management teams under a value creation plan
- Commercial model
- Fixed fee, agreed before kickoff
What you get out of it
Outcomes
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Savings realised, not just recommended
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Vendor and licensing renegotiation executed with market comparables
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Overlapping systems consolidated without breaking operations
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Monthly tracking so the improvement shows up and stays there
Scope
What we actually look at
Scope is confirmed with you in writing before the engagement begins. Anything outside it is priced separately rather than absorbed quietly.
Cost take-out
- Licence right-sizing and edition downgrades
- Contract consolidation and renewal renegotiation
- Cloud commitment structuring and waste elimination
- Duplicate tooling retirement across business units
Productivity
- Automation of high-volume manual work
- Workflow redesign around the actual constraint
- Reporting and data consolidation
- Support deflection through root-cause fixes
Governance
- Spend approval and vendor management discipline
- Renewal calendar with owners and lead times
- Benefit tracking against the baseline
- Quarterly review cadence with the leadership team
Deliverables
What lands on your desk
Written to be read by the people who have to act on it — an operator, a CFO, an investment committee — not to justify the fee by weight.
- 01
Initiative-level plan with owners, dates and dollar targets
- 02
Negotiation support and vendor comparables
- 03
Benefit tracker reconciled to the general ledger
- 04
Quarterly progress reporting for the board or sponsor