Reduce dozens of IT vendors to a handful of strategic partners. We analyze the full landscape, decide what belongs where, and run the consolidation program end-to-end.
under top-5 suppliers
Every IT vendor, every active contract, every overlap. The view your CFO and your CIO can both work from.
Service-by-service: what stays in-house, what consolidates with a strategic partner, what gets retired. Rationale documented per service.
Sequenced plan that protects continuity. Which contracts move first, which get bridged, which run to natural expiry.
The end-state vendor model — partners, capabilities, governance touchpoints. Designed once, governed continuously.
Vendor sprawl is rarely the result of bad decisions. It's the result of many reasonable decisions accumulating without a global view. So that's where we start: building the global view your organization never had time to build.
From there, consolidation is a program, not a workshop. Migrations have to happen without dropping operational continuity, and we run them — through to cutover — with the same team that built the plan.
If any of these sound like the boardroom you're sitting in, we should talk.
Your IT leadership spends more time managing vendors than managing IT.
Negotiation leverage is split across thirty contracts when it should be concentrated in five.
The same service is bought from three different suppliers because nobody owns the global view.
Every consolidation attempt has stalled because the operational risk wasn't addressed.
A recent result
Sodexo: Frame Contract model that allowed globalization of the IT organization without losing control of supplier selection or contract quality.
Read the case studySodexo IT Program