In weeks, not months. We do it, or we teach yours to.
The savings are rarely hard to find. Banking them depends on who has to move, whose credibility is on the line and where the supplier still gives. That's the part we do.
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.
AI, analytics and 25 years of domain experience find the value in days. The four things below are how we bank it. We own the outcome.
Turn savings into P&L impact.
We run the process end to end, from sourcing event to signed contract to documented saving.
Stop leakage before it starts.
Controls that actually work in mid-market environments. Practical, fast to implement, and built for your team.
Your team learns by doing the work with us.
Real problems, real stakes. By the time we step back, they've already done it.
Suppliers as a growth lever.
Your suppliers hold formats, formulations, technology and lead times that could open a channel or lift margin. We go looking, on the same pass as the cost work.
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.
Mid-market and PE-backed businesses, roughly AU$50M to AU$800M, with material spend and no appetite for big-firm fees or extra headcount.
Hold periods keep getting shorter 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.
Staggered 12-week sprints. One playbook, no per-portco recruiting, savings compounding into the exit thesis.
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.
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.
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.
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.
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.
TPP embedded with your team, under your banner. Someone in your corner for the fights you've been having alone.
The situations that keep coming back across 130+ engagements. Business problems procurement is either causing or could fix. Open the one that sounds like you.
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.
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.
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.
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.
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.
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 actually needs.
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.
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.
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.
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.
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 actually care about will. An outsider with no internal agenda can take the heat while it happens.
The first conversation is free. Tell us about your situation
Three ways in, one standard: savings count only once contracted, implemented and documented against the P&L. Fixed scope and price, or pay for performance.
Where money is leaking and what's fixable fast, from the data you already have. No commitment beyond it.
~$4.6M addressable. Two focus areas ready to action immediately. Estimated savings 11 to 14%.
Fix governance, run sourcing events, convert savings to EBIT. One category, one outcome, one proof point for the board.
You don't pay in full until the savings are real: 70% of the fee is fixed, 30% falls due only once savings are signed off by your finance team.
$590K banked so far. Final documentation and P&L sign-off in week 12. On track for 13% cost reduction.
Blocks with a stated outcome, price and timeline. From $2,500, no contract, pay by card, yours to keep.
Delivery mode, your call: Shadow Work · Lighting Up · Blaze the Trail
Scope your first stepFull terms for the guarantee are shared before you commit.
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.
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.
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Ashokk reads these personally and will come back to you directly. If it's urgent, grab 30 minutes here instead.