A major national infrastructure programme had a technology contract in recovery - delivery was off-track, the estate was high-risk, and costs were spiralling without clear accountability.
A major national infrastructure programme had a technology contract that had entered recovery. Delivery was materially off-track, the technology estate was assessed as high-risk, and operational costs were escalating without clear ownership or accountability.
Programme directors lacked the technical leadership needed to surface risk transparently, establish decision authority, or rebuild the governance framework required to sustain recovery.
Senior technical leadership was provided to stabilise the high-risk estate, re-establish delivery control, and drive contract recovery. Working directly with programme directors and architecture leads, the engagement brought risk transparency to the surface.
Clear decision authority was established, and the governance framework was rebuilt to sustain recovery beyond the engagement period. Technical leadership was also provided on the national datacentre rehosting programmes running in parallel.
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A mid-market organisation locked into an infrastructure services contract with material cost overrun, scope confusion, and unclear commercial mechanisms. The contract was consuming budget that should have been funding capability investment.
Analysed the contract structure, the actual consumption against entitlement, and the supplier's commercial behaviour. Built a renegotiation position grounded in entitlement data and benchmarked unit rates. Led the renegotiation alongside internal procurement and legal.
£4m reduction in annual operating cost on the renegotiated contract, sustained over the contract term. Clarity restored on entitlement, scope, and change-control mechanisms. Internal capability uplifted to manage the supplier post-engagement.
Approximately three months from analysis through to signed contract amendment. The preparation phase took longer than the negotiation itself, which is typical when the goal is structural commercial change.
Supplier renegotiation succeeds when the client has better data on consumption and benchmarks than the supplier expects. The preparation work creates the leverage; the negotiation is the conversion of that leverage into commercial outcome.