What we do
Six services, one method. Each begins where your numbers are and ends with savings your finance team has booked.
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Know what every capability costs →
A technology spend audit maps every dollar of run and change spend to a business capability, so the first question, what does this capability cost us, finally has an answer.
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Retire the applications your strategy doesn't need →
Application rationalisation sorts every system into tolerate, invest, migrate or eliminate, then makes owners state what each one is worth. Most can't, and the licences go.
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Justify every technology dollar from zero →
Zero-based budgeting and true TCO replace last year plus a few percent with a budget built from what each capability actually costs, and a process that keeps challenging it.
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Reuse before you build →
A capability check in project approval: before a team builds, it shows why nothing you already own can do the job. About a third of what gets built is written off within two years.
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Compare capability by capability, not budget by budget →
Benchmarking at the capability level: what you spend on payments, onboarding or regulatory reporting against what your peers spend, and what explains the gap.
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Make it stick after we leave →
An operating model and playbook that give every capability an owner, a budget and a review, so the savings keep coming after the engagement ends.
Where we do it
- Banks and capital markets. The BIAN business capability model gives every bank the same map, so costs compare across divisions and with peers.
- Utilities. A five-year rate filing makes every technology dollar a matter of public record; the budget has to stand up to a regulator.
- Government. Zero-based budgeting is policy in many jurisdictions; we give it the capability cost model it needs to work.
Why finance, technology and the strategy are all in the room
Most technology spend problems are really a numbers problem: finance has one set, technology has another, and the strategy was written without either. We put the three around one capability cost model. The engagement is as much mediation as analysis, and the savings last because all three signed off on the same figures.