Corporate & Business
Operating spend at scale, decided with evidence.
Group travel, property portfolios, procurement, systems and leadership — every recommendation is built on reconstructed data, tested against the market and negotiated before it reaches you.
Commercial Disputes & Recovery
ICT Contractual Claim
A multi-site telecommunications, network, equipment, SLA and billing dispute reconstructed across fifteen sites and nine independently stated claim areas, then submitted as one R23.4 million contractual claim at CEO level.
- R23.4M
- contractual claim submitted
- 15
- operating sites verified
- 9
- independently stated claim areas
- 3,534
- supplier fault tickets analysed
Commercial Dispute Recovery
Almost three years of failed cancellations, unauthorised upgrades and continuing debit orders, rebuilt line by line and escalated into the supplier’s own fraud and forensic functions until the money actually moved.
- R532,509
- principal refunds documented
- 91
- affected line positions
- 113
- dated contact events
- ~3 years
- unresolved before KuTh
Supplier Contract Rescue & Commercial Resolution
An enforceable contract that had already survived two High Court challenges, resolved not by attacking it again but by rebuilding the commercial record, removing operational dependence and changing the decision environment around it.
- 2
- prior High Court challenges
- 1,969
- invoice records reconstructed
- 62
- named locations reconciled
- Exit
- controlled resolution achieved
Procurement & Sourcing
Tender Governance & Competitive Supplier Selection
A material tender run as a controlled governance process rather than a quotation exercise — where a referral earns zero points, references are verified, premises are visited, and a 14.75% cut in capital cost turned out to be worth 1.13% over the contract term.
- 14.75%
- reduction in capital cost
- 1.13%
- reduction over 36 months
- 0
- tender points for a referral
- 15
- locations validated on site
Institutional Food Procurement & Supplier Rationalisation
Twenty-seven historical suppliers restructured into five core procurement channels, with more than 300 documented exceptions where the evidence did not support a move — and a two-year result revised downward when refreshed pricing said it should be.
- ~18%
- accepted year-one saving
- 27 → 5
- core procurement channels
- 451
- product lines tested
- 300+
- controlled exceptions retained
Multi-Site Catering Procurement & Service Optimisation
Twenty-six locations across nine provinces, reconstructed from 3,700 transaction records and normalised against meal specification rather than headline price — where the two largest reductions came with more food on the plate, not less.
- ~127,000
- meals in the reconstructed baseline
- 14.6%
- reduction on addressed spend
- 6.6%
- equivalent across the national baseline
- 23.8–32.7%
- two migrated sites, specification improved
Production Printroom & Print Procurement Optimisation
A high-volume internal printroom alongside seventeen external suppliers, reconstructed below supplier totals — and notable for two results that reduced the claim: a headline corrected downward, and a cheap paper route withdrawn on due diligence.
- 10.4%
- negotiated outsourced-print reduction
- ~924k
- monthly production impressions
- 55.4%
- paper model, after diligence restart
- −6.8%
- earlier headline corrected downward
Stationery Procurement
Six locations buying the same things differently, rebuilt into a 68-line tender basket — and the clearest illustration in the library of how much the choice of denominator changes an apparently precise result.
- 15.94%
- tender basket reduction, validated
- 9.5–23.8%
- range across the six locations
- 68
- tender lines defining the basket
- 4 → 3
- suppliers quoted, then shortlisted
Printer Fleet & Managed Print Optimisation
Fifty-seven devices of which twenty-six recorded no usage at all, rebuilt around pooled actual demand — and reported against an eight-level evidence hierarchy that ends with two items still open.
- 57 → 22
- devices after rationalisation
- 61.4%
- fleet reduction, achieved
- 45.6%
- of legacy devices recorded no usage
- 15% → 7.5%
- contracted escalation step
Property & Facilities
Corporate Property & Lease Optimisation
Three linked lease instruments, reconstructed into one commercial position and renegotiated across rent, municipal cost, parking, escalation and term — producing three decision-ready routes rather than one counter-offer.
- 3
- linked lease instruments
- 2,025 m²
- existing footprint modelled
- 10% → 5%
- negotiated annual escalation
- 10.7%
- strongest stay-option model
Pest Control Cost & Compliance Optimisation
A low-visibility facilities charge reconstructed at service-line level — where a monthly debit order turned out to buy a quarterly treatment, and the saving had to survive a hygiene-control requirement before it could count.
- 37.43%
- traceable portfolio reduction
- 59.17%
- across comparable treatment streams
- 36.32%
- quarterly treatment stream
- 73.45%
- monthly treatment stream
Security Services
A multi-site security portfolio repriced without weakening protection — and the engagement whose status discipline the rest of this library follows: processed, confirmed, modelled and opportunity are four different claims.
- 23.2%
- combined weighted repricing
- 24.7%
- on the processed subset
- 17.2–25.8%
- range across documented lines
- 9
- recurring lines repriced
Financial Operations & Risk
Institutional Banking & Treasury Optimisation
Eighty-six accounts across four banking relationships, repriced where the evidence supported it and redesigned where it did not — with the attained savings, the modelled structure and the alternative offer kept firmly apart.
- 14.9%
- documented annual charge reduction
- 68 → 13
- future-state account model
- 80.7%
- modelled maintenance-fee reduction
- 0% → 6%
- negotiated treasury yield
Insurance Cost & Risk Optimisation
A multi-policy programme where the cheapest-looking outcome turned out to depend on a claims threshold — tested against two real claims years, one of which produced no saving at all.
- 56.7%
- negotiated portable-equipment premium
- 21.8%
- quoted motor premium, unconditional
- 31.4%
- combined, no deposit threshold
- 41.8%
- combined — conditional on claims
Pensions & Group Life
Retirement and insured-risk arrangements evaluated as one benefit cost system across subsidiaries — and a white paper that sets out five reasons not to consolidate, written by a practice whose interest would be served by recommending it.
- 11.2%
- identified reduction, not realised
- 69.5%
- provident share of the cost base
- 24.4%
- group-life share of the cost base
- 3
- benefit components analysed together
Fleet & Logistics
Fleet Cost & Mobility Optimisation
A leased fleet across seven locations treated as one cost architecture — and the clearest demonstration in the library that a structurally honest result can be a small one.
- 1.4%
- concluded core cost reduction
- 37.1%
- card administration, 1.2% of the base
- 230,000 km
- recorded vehicle movement reconstructed
- 2.3%
- best market-test opportunity, modelled
Courier Procurement & Distribution Optimisation
Seven related entities, one long-standing courier and no group framework — where the freight rates tested as competitive and were left alone, and all the value sat in the charges attached to every consignment.
- 3.7%
- weighted direct cost reduction
- 100%
- recurring documentation fee removed
- 17% → 15%
- fuel surcharge rate
- 96%
- contracted on-time delivery floor
Vehicle Tracking & Fleet Telematics
A tracking contract where the real obstacle was the exit liability, not the price — negotiated down by 81.7% so that switching could be evaluated as a transparent cost rather than dismissed as impossible.
- 81.7%
- negotiated cut in exit liability
- 43.6%
- best like-for-like, modelled
- 73.9%
- if the need is recovery only, modelled
- 100%
- of flagged warranty charges acknowledged
Telecommunications & Technology
Cybersecurity Risk, Resilience & Operational Protection
The only mandate in this library with no financial result — an assessment that reports what is missing, what exists but is insufficient, and what requires validation, without claiming a saving anywhere.
- 4
- assessment domains reviewed
- 7
- control priorities identified
- 8
- measures defined for ongoing governance
Site Survey & Network Infrastructure Assurance
The technical assurance work behind the ICT Contractual Claim — fifteen sites walked, 3,534 fault tickets analysed, and five invoice lines isolated where billed quantities exceeded the signed baseline.
- 15
- locations physically surveyed
- 3,534
- service tickets analysed
- 5
- invoice lines isolated for reconciliation
- 10–45%
- of contracted bandwidth observed
IP Telephony & Unified Communications Optimisation
A national voice estate carrying a settlement obligation on financed equipment — tendered on outcomes rather than price, modelled across the whole escalation path, and migrated without cancelling the incumbent first.
- 16.5%
- on the scoped finance-rental comparison
- 104 → 80
- endpoint positions refined to devices
- 11.5%
- below the gross settlement benchmark
- 100%
- of on-net calls priced at zero
Fixed-Line Telecommunications Cost Optimisation
A legacy estate audited at service-ID level, and the most candid disclosure in the library — a headline published as gross, with five reasons given against it, including that the savings levers overlap each other.
- 55.8%
- gross modelled opportunity, not realised
- 31.3%
- of baseline on no-use services
- 43.2%
- of records on the signed cancellation schedule
- ~30%
- modelled usage cut from rate alignment
Corporate Mobile Telecommunications Optimisation
A multi-entity estate of 353 tariff records pooled into one enterprise model — using group scale for leverage while preserving the separate legal liability of the entities inside it.
- 15.0%
- quoted reduction on pooled spend
- 353
- tariff records classified
- 60.6%
- of records were data top-ups
- 10%
- usage tolerance, not a cash saving
Looking for what we actually do?
The mandates above are the evidence. The services page sets out the five commercial service lines behind them, how each engagement is funded, and the training and standards work alongside them.