Much less than you'd expect. We are senior consultants who take on the vast majority of engagement work, including analysis, supplier outreach, competitive sourcing, and negotiation. We know your team is already running at capacity, so we operate as an extension of your organization rather than a workstream that lands on your plate. You'll be involved at key decision points, but we handle the execution.

We offer three fee structures depending on client preference: fully at-risk fees tied to documented savings, a hybrid model, or a fixed fee arrangement. All three are designed to align our incentives with yours.

You work directly with senior consultants, not junior staff or offshore teams. Our consultants are drawn from McKinsey and BCG and have run these processes dozens of times across industries.

In 85% of categories, clients stay with their incumbent vendor at better pricing and terms. Our process creates competitive pressure without requiring operational disruption.

Most engagements run 6 to 12 months depending on the number of spend categories in scope and the complexity of the sourcing process for each.

We have sourced more than 100 distinct spend categories across all SG&A, including business services, technology, capital goods, commodities, COGS materials, and travel and entertainment.

We focus on mid-market companies, typically with $50M to $1B in revenue, where outside spend is material but a dedicated strategic sourcing function does not exist internally.

Yes. A significant portion of our engagements are with PE-backed portfolio companies where procurement value creation is part of a broader EBITDA improvement initiative.

Procurement is the transactional process of buying goods and services. Strategic sourcing is the analytical discipline that sits upstream of that and it determines who you should be buying from, at what price, under what contract terms, and why. Strategic sourcing uses competitive market analysis, supplier cost modeling, and structured negotiation to drive materially better outcomes than a standard purchasing function can achieve on its own. Most mid-market companies have procurement in place but have never applied true strategic sourcing to their spend base. That gap is where we work.

Yes. Technology and SaaS is one of the fastest-growing and most negotiable spend categories we work in. Most companies significantly overpay for software through auto-renewals, unused licenses, and vendor pricing that assumes the client won't push back. AI tooling and platforms are now layered on top of existing SaaS stacks, and many companies are paying for redundant capabilities across both. We analyze your full technology spend, identify consolidation and renegotiation opportunities, and run competitive sourcing processes that vendors take seriously. SaaS and software categories consistently produce some of the largest savings in our engagements.

We establish a clear baseline for every category before the engagement begins; this includes the current contracted price, volume, and terms. Savings are calculated as the difference between that baseline and the new contracted terms, applied to your actual spend. We document every result in writing, category by category, so there is no ambiguity about what was achieved. For performance-based engagements, these documented savings form the basis of our fee calculation, which means our measurement methodology is fully transparent and agreed upon before any work begins.