Built by someone who has sat on all three sides of the table.
TPP was built to close the gap between the recommendation and the number in the P&L, because that gap is where 25 years of watching good strategy die taught the hardest lessons.
Ashokk N Menon, founder.
Every TPP engagement is owned by Ashokk, with every output reviewed by him or the person running the engagement. Ashokk runs the strategy, the execution and the client relationship. The specialist bench and an AI analysis stack carry the research and analytics. No handover, no account manager standing between you and the person who did the work.
Three sides of the same table. Client side, running regional procurement at Mondelez and a services parts supply chain at Redington. Supplier side, selling into the brands he used to buy for, at Pact Group. Consulting side, in the room with boards and CFOs, at Infosys Portland and top-tier strategy firms.
Industry and consulting taught the same lesson from opposite directions. Industry had the right strategy and no one to execute it. Consulting had the right deck and no one who stayed to land it.
TPP exists to be the party that stays.
A perspective from all three sides of the table.
- BuyerClient side, running procurement and supply chain
- SupplierSelling into the brands he used to buy for
- AdvisorIn the room with boards and CFOs, plus work through top-tier strategy firms
The record, in numbers.
FMCG, packaging, manufacturing, retail, QSR, healthcare and IVF. Post-merger integration, PE value creation, category transformation, functions built from a standing start, mostly for Australian mid-market businesses between $50M and $800M in revenue. Not every situation has $1M sitting in it. The pattern shows up in the first week.
Three things TPP does differently.
Each of these costs us money in the short run. That is why most firms do not do them.
No handover, start to finishThe person who scoped it does the work. A handover doesn't just cost time. It hands your stakeholder relationships and the credibility that got the number this far to someone new, and that's usually where it comes unstuck.
Counted when it hits the P&LSavings are counted only once they are contracted, implemented and signed off by finance. If it cannot survive a CFO's questions, it does not go in the number.
Your team should not need us twiceWe work alongside your people rather than around them, so the method stays in the building after the engagement closes. Procurement Superheroes exists for the businesses that want to go further with that.
More from the people who hired us.
Names are protected. Detail available in conversation, under NDA where required.
Supported in implementing strategic sourcing for the business unit. The knowledge and grasp of the techniques deployed helped the company gain huge savings.
He has done an amazing job, making sense of what was deemed messy and un-addressable. We have been trying to do this for years.
We have seen a big improvement in the way my category manager has progressed. Part of that has been the starting point where you coached him and gave him the courage to challenge suppliers and stakeholders.
Twenty-five years of pattern matching, pointed at your problem.
Tell us the situation and we'll tell you straight whether there's a number in it, roughly how big, and whether the politics around it are workable. If either isn't, you'll hear that from us before you spend a cent.