Strategic levers to reduce cost and protect performance

We transform AP, GL, contracts, and vendor records into a consistent baseline. The diagnostic clarifies what you are buying, who is buying it, and why costs are moving. You receive a category view and an opportunity register that highlights savings potential, effort, timing, and risks.

Best for: executives who need clarity and prioritization before launching initiatives.

For material categories, we establish a strategy that combines demand levers, supplier segmentation, benchmarks, and a negotiation plan. Where appropriate, we support RFP design and evaluation. The goal is not only better pricing, but also clearer scope and performance expectations.

• Supplier and contract review
• Should-cost logic where relevant
• Negotiation preparation
• Award recommendation

We align on definitions: what counts as savings, how it is measured, and which data sources are trusted. Then we create a tracking cadence that fits your finance process. This reduces debates and ensures outcomes are reported consistently across initiatives.

Best for: organizations managing multiple initiatives and needing consistent measurement.

We facilitate a practical reset that reviews spend from the ground up. Teams align on decision rules, define what must be protected, and identify what can be re-scoped or eliminated. The output is a staged plan with owners, dependencies, and a timeline that reflects capacity.

Best for: fast-changing environments where historical budgets no longer reflect reality.

We design the operating model that sustains cost discipline: intake workflows, approval thresholds, sourcing involvement, and a leadership cadence. We also help teams adopt lightweight templates so the system is used, not ignored.

Best for: companies that want lasting changes, not just one-time cuts.