Procurement Blocks
Start with one block, from 24 hours: a spend cube, supplier or contract insights, sourcing documents, a board paper. No contract, yours to keep.
Most savings get found. Few get banked in the P&L.
EBIT gains through procurement, with the team you already have.
Banking savings depends on who has to move, whose credibility is on the line and where the supplier still gives. That's the part we do, or we teach your team to.
Healthcare network · 120 sites · 2025p. 2 of 14
Three of eight bids would have raised total cost. The right awards saved 15%.
The track record
- Projects executed
- 130+
- Category spend addressed
- $20B+
- In benefits
- $1.5B
- Typical savings on addressed spend
- 8–15%
- ROI on fees
- 7–12x
Ashokk is an invaluable asset, a highly skilled procurement professional who brings a strategic, results-driven approach to the table. The quality of his work is easily comparable to top tier consulting quality, backed by years of execution experience in industry.
Through this exercise, he not only identified and managed our supply risks, but also drove significant cost benefits and trained my team so that we were successfully able to manage future projects internally.
Case study · Packaging manufacturer, ANZ
~$20M in year one. And an in-house team that keeps finding it.
Challenge
- A $1B-spend packaging manufacturer built by acquisition
- Transactional purchasing. No sourcing or category management across five business units
- No source-to-contract system
- Commodity headwinds eating into margin
Solution
- Spend cube and diagnostic, built with stakeholders in all five units
- Quick wins, plus a longer-term plan across $200M of spend
- Two FTE added to speed up execution
- Source-to-contract tool selected and live
- Reverse auctions across indirect categories
Win
~$20MSavings in year one, delivered to the P&L and signed off by finance
$200MSpend in the plan
8 wksTool selection to first sourcing event
12 mthsTo build a team of 5 FTE and deliver the plan
Who it's for
Built for leaders who stake their name on the number, and on the relationships behind it holding up.
Mid-market and PE-backed businesses, roughly AU$50M to AU$800M in revenue, with material spend and no appetite for big-firm fees or extra headcount.
Which one is you? Pick one to see what we do for you.
What we hear
Hold periods are stretching and capital costs more. The operating partners getting ahead of it walk into IC with the number in hand and the portco politics already worked through, so it holds up under questioning.
What you get- Procurement value across the portfolio, and the exit multiple
- Senior procurement expertise deployed across portfolio companies, a mix of industry leadership and top-tier consulting
- EBITDA and ESG outcomes your LPs want to see, in line with the investment thesis
- 90 days or less to impact. Fees tied to results
- Once the model's proven on one portco, we run it across the rest of the portfolio
One model, whole portfolioIllustrative
Q1Q2Q3Q4
PortCo ASprintSavings in BAU
PortCo BSprintSavings in BAU
PortCo CSprintSavings in BAU
PortfolioAggregate reporting to the IC
Staggered 12-week Sprints. One playbook, no per-portco recruiting, savings compounding into the exit thesis.
12%saved on addressed spend in a recent PE-backed engagement, documented to the P&L and signed off by finance. Anonymised; detail available under NDA.
Running a portfolio? Thirty minutes with Ashokk to see where the number is across your portcos. The first conversation is free.
Tell us about your situationWhat we hear
Boards don't just want the number, they want to know it will survive their own questions. That's what CFOs are bringing now: a number with the sign-off and the credibility already built in.
What you get- Margin improvement that hits the P&L and builds your team
- Fixed fees or pay for results, each tied to a stated output
- Savings documented to your chart of accounts and signed off by your finance team
- Your team works alongside Ashokk and the specialists he brings in. They keep the capability when we leave
- 12 weeks typical engagement. 8 to 15% cost reduction on addressed spend
- Like the results? We can stay on and run procurement for you
From addressed spend to net EBITDAIllustrative
$2.0M
Identified13.5% of $15M
$1.9M
Contracted& implemented
$1.9M
Documentedto your CoA
−$0.2M
TPP fees
+$1.7M
Net EBITDAfull run-rate
Roughly $1.3M lands in-year if started in Q2. Every step signed off by your own finance team. Savings counted only once they're documented against the P&L.
12Weeks, typical engagement
8–15%Cost reduction
7–12xROI on fees
Need a number the board will believe? Thirty minutes with Ashokk to see how big it is and how fast it lands. The first conversation is free.
Tell us about your situationWhat we hear
Growth costs more to fund from the top than it used to. Founders getting ahead of it are funding the next twelve months of growth from their own supply base.
What you get- Margin improvement that funds growth, without new capital
- Recurring savings to reinvest in product, sales and AI, without new capital or dilution
- Structural cost-out that keeps earnings growing when revenue growth is slow
- Heading to a sale? Documented savings lift EBITDA, and EBITDA carries the multiple
- We run the Sprint with your team, so your leadership stays focused on customers and growth
Enterprise value at exitIllustrative
+$1.7MNet EBITDA uplift, recurring
×6xExit multiple
=+$10.2MEnterprise value at sale
Fund growth with new capital or debtDilution / interest
Fund growth with recovered costNeither
Based on $15M addressed spend at 13.5% savings, net of TPP fees. Multiples vary by sector and deal. Structural savings recur; the uplift pays twice, in-year and at the sale.
$0New capital or dilution
12Weeks to visible impact
6xEvery EBITDA dollar at exit
Want growth funded from your own supply base? Thirty minutes with Ashokk to see what's there. The first conversation is free.
Tell us about your situationWhat we hear
You're asked to prove strategic value faster, with a team that hasn't grown to match it. The heads of procurement getting credit are the ones who show up with the answer already in hand.
What you get- You stay in the driving seat. TPP works under your banner. Senior specialists, in an engagement owned by Ashokk, plug your gaps, and you keep the credit
- Redirect the req you can't fill. An Execution Pod starts within 24 hours and a Cost-out Sprint within two weeks, productive from day one, inside the budget you already hold
- Unblock the hard stuff: delayed projects, difficult suppliers, stakeholders who won't engage. We take the heat, you get the outcome
- Your team learns by doing. Playbooks, contracts, and capability stay when we step back, and Procurement Superheroes keeps building them after
- Low-risk and time-boxed: a 12-week Cost-out Sprint with clear targets, or a single Procurement Block from 24 hours
Today vs 12 weeks laterTypical Sprint
TodayDelayed 6+ monthsStakeholders won't engageNo bandwidthSupplier issue unresolvedBlamed for delays
12 weeks laterDeliveredRenegotiatedIn BAUTeam upskilledYou get the credit
TPP embedded with your team, under your banner. Someone in your corner for the fights you've been having alone.
2 wksTo start a Sprint, vs months to hire
12Weeks, time-boxed Sprint
100%Of the credit stays yours
Want the result under your banner? Thirty minutes with Ashokk on the gap you need filled. The first conversation is free.
Tell us about your situationWhat we hear
We're growing, but costs, suppliers and working capital are getting harder to manage. Finance pays the invoices, operations runs the suppliers, each site negotiates on its own, and nobody owns what we buy.
What you get- A clear view of what you spend, with whom, and where the money is, built from the data you already have
- Your size turned into better terms: suppliers consolidated and agreements negotiated for the whole business
- Cash released from inventory, minimum orders and payment terms, without putting supply at risk
- Senior procurement leadership when you need it, as a Fractional CPO, not a permanent hire
- Simple rules your finance and operations people can run: who can commit spend, and who owns each supplier
Who owns what you buyBefore and after
TodayAfter
Finance pays the invoicesOne view of all your spend
Each site negotiates on its ownGroup-wide agreements
Operations manages suppliers day to dayA strategy for each key category
Nobody owns the commercial outcomeA named owner, and rules everyone follows
Most businesses at this stage don't need a procurement department. They need procurement judgement when the big commercial decisions are made.
$0Permanent headcount added
90Days to the first category in market
1View of all your spend
Real spend, no procurement team? Thirty minutes with Ashokk to see where the money is. The first conversation is free.
Tell us about your situationOr start from your situation
Open the one that sounds like you.
The situations that keep coming back across 130+ engagements.
The target's real. The mandate isn't.EBITDA and reporting pressureFor CFOs and heads of procurement carrying a number nobody resourced properly.3 situations
01
The EBITDA bridge doesn't close on revenue alone. Cost is running hotter than pricing can pass through.
What's usually behind it. Cost-out has never had an owner. It gets delegated down with no mandate, no data and no air cover to land it. The value is sitting there. Nobody has been told to go and get it.
02
The savings hit the board pack. They never hit the P&L.
What's usually behind it. Counted at signature, before it's ever in the bank. No baseline anyone signed off, no line of sight to the ledger, and finance was never in the room. It just never lands.
03
You own the number. Nobody gave you the team, the data or the mandate to hit it.
What's usually behind it. That gap between target and resourcing is where good procurement leaders get stuck. It's a capacity and cover problem, and it closes without a headcount fight.
There's a deal on the clock.M&A, carve-outs and growth capitalFor PE operating partners and founders where a transaction is forcing the question.3 situations
04
Deal's closed, or exit's close. Nobody's diligenced procurement. Nobody knows what's in the spend base.
What's usually behind it. No spend cube, no contract register, no documented savings trail. The value is probably real. It has just never been quantified or put in the deck.
05
Carve-out, spin-off, demerger. The contracts were the parent's. Nobody here has run a standalone supply base.
What's usually behind it. Separation exposes everything the parent was absorbing: group-volume pricing, shared services that vanish, contracts needing novation before the TSA clock runs out. Specialist work, on a deadline that doesn't move.
06
The board's signed off on growth. Nobody's found the funding for it.
What's usually behind it. Cost-out usually gets filed as a margin exercise. It's actually the cheapest capital on the table: every dollar released from the supply base is a dollar you don't raise, borrow or defer a plan for. And the same suppliers often hold the capacity and capability the growth plan needs.
The market moved. Your contracts didn't.Supplier pricing and contractsFor CFOs and heads of procurement staring down commercial terms nobody's reset.2 situations
07
Crisis-era price increases are still sitting in the contract. The market's moved on. The pricing hasn't.
What's usually behind it. Nobody went back to reset the baseline. The increase became the new normal by default. It doesn't have to be. It just takes someone with the standing to reopen the conversation.
08
Locked-in contracts. A tight supply market. No time to find the way out.
What's usually behind it. There's usually more give in the contract than it admits: exit clauses, benchmarking rights, volume levers, market timing. Finding it is specialist work, faster with someone who has sat on the supplier's side of that table too.
It's been tried. It didn't stick.Execution and internal buy-inFor CEOs, founders and new leaders who need a result the business can't argue with.3 situations
09
Already tried. Brought someone in, ran the project. Six months on, the numbers still aren't there.
What's usually behind it. Seniority doesn't bank value on its own. Without a method to find it fast, the work drifts. Without a standard to count it, finance doesn't trust the number. The model was never the problem. The missing method was.
10
New CFO, CEO or CPO. They can see procurement is broken. Year one is not the time to spend political capital fixing it.
What's usually behind it. What they need is someone else to do the heavy lifting: arrive with credibility, move fast, hand back a result they can put their name on.
11
The business routes around procurement. Deals get done before the contract's seen. Nobody owns the hard supplier conversation.
What's usually behind it. Stakeholders bypass a function they've never had a reason to use, and the politics stall everything else. Policy won't fix that. One fast, visible win on something they care about will. An outsider with no internal agenda can take the heat while it happens.
Recognise one of these? The first conversation is free, and you'll speak with Ashokk directly.
Tell us about your situationWhat you can buy · Four stages
Start small. Scale only if it's working.
Everything we sell is a productised block: a stated outcome, a timeline and a fixed price, shared on request. Fractional works the same way, as blocks, not days. AI is built into every one of them, so analysis that takes other firms weeks takes us hours, and senior time goes on judgement, stakeholders and the deal. You can also pay for performance, with part of the fee tied to savings your finance team signs off, and for the right engagement we fund the work ourselves and share the returns. How we get paid
01 · Try
Best place to start
02 · Prove
Proof before scale
Size the prize first
Pilot
Three months, one or two categories, one outcome: a costed sourcing pipeline your CFO signs off, with a category ready to go to market.
EBIT Leakage Scan
Across the spend in scope: opportunities identified, sized and prioritised into a Value Plan of where to start, inside 90 days.
03 · Scale
Signed. P&L banked.
Live in 24 hours
Cost-out Sprint
Strategic sourcing and bespoke optimisations, tailored to your situation and your supplier relationships. One category or several, from strategy to signed contract. Fixed fee, or pay for performance with part of the fee at risk.
Execution Pods
Fractional, productised: a small expert team working through blocks each month, running the pipeline, covering a gap or doing the analysis. Starts within 24 hours, 7 days' notice to stop.
04 · Keep
CPO without the hire
Fractional CPO
CPO-level leadership owned by Ashokk, with a team that flexes each month: category experts, analysts, negotiators. No permanent hire, no fixed team.
Fractional, not part-time →On every step
Most firms look to procurement for spend, category strategy and cost-out. We also look for revenue.
The same suppliers and the same data that take cost out can open a channel, lift margin or win a listing. We run both on the same pass.
Request the price listYou'll get a personal link within a day.Or scope your first step
Deals · For PE and corporate development
Procurement value, either side of the deal.
Deals are where procurement value is easiest to lose: missed in diligence, promised in the synergy case, then never delivered after close. We work the procurement side of the deal from first look until the value shows in the P&L, and it's the work Ashokk enjoys most.
01 · Before you buy
Procurement due diligence
The target's spend, contracts and supplier position reviewed before you sign, with the procurement value sized for the deal model.
02 · After close
Integration
Supplier bases, contracts and procurement teams combined, so the merged business buys as one.
03 · Into the P&L
Synergy extraction
The procurement synergies found, sized and delivered, then tracked until they show in the P&L, not just in the synergy case.
04 · Selling or spinning off
Separation
The supplier base separated commercially and legally: agreements split, novated or re-contracted before the TSA runs out, so the new entity stands on its own from day one.
How we get paid
Skin in the game, written into the fee.
Interims and contractors bill for the days. Firms bill for the recommendations. If the savings don’t land, you’ve paid anyway. Here, you choose how much of the risk we carry.
More of the risk with youMore of the risk with us
- 01
Fixed
A fixed price for a defined outcome: by project, month or milestone, or as prepaid blocks you draw down.
- 02
At risk
Part of the fee tied to results your finance team signs off, on its own or alongside a fixed fee.
Fee at risk · Cost-out SprintIf the savings your finance team signs off don’t cover the fee, we keep working for up to four more weeks at no extra cost. If they still fall short, you don’t pay the balance. - 03
Funded
Spread the cost through third-party financing, or, for the right engagement, we fund the work up front and share the returns.
Third-party financingYour business contracts directly with the provider and remains responsible for repayment. TPP isn’t a lender or guarantor. Subject to provider approval and agreed terms.
Delivery guarantee · every Pilot and Leakage ScanIf it hasn’t reached its agreed outcome in 90 days, we keep working for up to three more weeks at our cost.
Extra weeks are scheduled at our discretion. Nothing counts until your finance team signs it off. Full terms are shared before you commit.
Request the price listIndustry experience
We've probably worked your industry. Or one close enough.
And category agnostic: Ashokk advises and supports most procurement categories.
15+sectors
Deepest experience
- PE-backedPrimary focus
- FMCG and food & beverage
- PackagingManufacturing
- QSRQuick service restaurants
- IVF and life sciencesSpecialist
- Healthcare and dental
- Retail and consumer goods
Also worked in
- ApparelRetail
- ManufacturingIndustrial
- Personal and home careFMCG
- EducationServices
- TechnologySoftware and services
- TelcoCommunications
- Government and GBEPublic sector
- Oil and gasEnergy
- DistributionLogistics
- Your industryLet's talk →
Who does the work
A perspective from all three sides of the table.
Having sat in the buyer's, the supplier's and the advisor's seat, Ashokk knows what each side needs before it says yes, and where a deal still has room to move.
- BuyerClient side, running procurement and supply chain
- SupplierBuilt the strategic sourcing function and extracted M&A synergies at a supplier to the brands he used to buy for. He's seen the deal from the supplier's side.
- AdvisorIn the room with boards and CFOs, plus work through top-tier strategy firms
Want to talk it through first? Schedule a Q&A: 30 minutes with Ashokk, in confidence, on your numbers, a role brief or a proposal on your desk.
If TPP sounds like it's for you, let's talk.
Two minutes on what you're trying to fix, so the first conversation is useful from the first minute. No pitch deck, no follow-up campaign.
Sent. That's it.
Ashokk reads these personally and will come back to you directly. If it's urgent, grab 30 minutes here instead.