Core Mandates
I operate on a defined-mandate basis, stepping in to solve specific, high-stake structural and commercial problems. Mandates are typically three to six months, scoped to a measurable commercial outcome, and priced on a day-rate or fixed-fee basis. There is no open-ended discovery and no trailing retainer.
Technology Spend Rationalisation
The Catalyst
When technology costs have outpaced enterprise growth, or an upcoming transaction requires immediate margin improvement. In most estates I review, 15-25% of the annual software commitment is either unused, duplicated, or contractually misaligned. The problem is rarely that the organisation is spending too much, but that nobody has forensically examined what it is actually consuming versus what it is contractually committed to pay for.
The Outcome
A forensic reduction in structural costs, typically within the first 90 days, through consolidation of the supplier base, elimination of redundant or shelfware licences, and realignment of vendor contracts to reflect actual operational need. The savings are structural, not cosmetic, and survive beyond the mandate.
Governance Reset & Risk Mitigation
The Catalyst
When the board lacks visibility into technology risk, or the organisation is facing significant audit exposure and compliance gaps. This frequently surfaces during due diligence, post-acquisition integration, or when a major vendor signals a compliance review. The common pattern is that licence entitlements, deployment data, and contractual positions sit in different parts of the organisation and have never been reconciled.
The Outcome
Implementation of pragmatic governance frameworks, clear software asset management disciplines, and defensible commercial positions that withstand vendor audit scrutiny. Board-level reporting structures that translate technology risk into financial language the CFO and investors can act on.
Separation & Integration Stabilisation
The Catalyst
During complex M&A activities where technology decoupling or integration threatens business continuity or deal value. Licensing disaggregation alone, determining which entity retains which entitlements and at what cost, is frequently underestimated until it becomes a deal-critical dependency.
The Outcome
Calm, structured execution of Transitional Service Agreements (TSAs), licensing disaggregation across separating entities, and establishment of Day-1 operating models that allow the business to function independently from the point of legal completion. No surprises at closing.
Vendor Negotiation & Strategic Advisory
The Catalyst
When a critical vendor negotiation is approaching and the internal team lacks the commercial leverage, pattern-recognition, or independent counsel to protect the organisation's position. Enterprise vendor account teams from Microsoft, ServiceNow, Oracle, and SAP are sophisticated commercial operators. Negotiating against them without equivalent preparation is an asymmetric engagement, and the vendor knows it.
The Outcome
An independent seat at the table with no platform allegiance and no channel conflict. Objective strategic guidance that balances technical reality with commercial imperatives, ensuring the organisation enters every negotiation with a clear walk-away position and a defensible alternative.
If one of these situations describes your current position, a short initial conversation will establish whether there is a fit.
Discuss a mandate