A global media organisation with annual revenue of $650M and around 2500 staff has been in the phase of exponential growth over past 4 years and was facing challenges to manage their cash flow. Since technology was a major spend component, there was pressure to reduce unit cost and optimise the cash flow. The CFO and his finance team were looking for help to streamline their cash flow for Q4 2019 and beyond.

The remit was for me to identify the quick wins to help reduce technology spend by 10% translating to c$3M without having to spend significant efforts and also negotiate new unit price and payment terms with key technology suppliers to improve the cash flow.

My areas of impact in order to deliver the desired outcome benefits included:

1. Technology – rationalise number of systems being used supported by a diligently planned business continuity.

2. Process – Midterm contract review with key technology suppliers to reduce the unit cost and agree 90-day payment term.

3. Method – Engagement with “C” level executives, procurement and technology colleagues to ensure proper co-ordination and alignment.

4. Delivery Style – Set-up a project team and a structured governance model that realised over 35% savings on one of the top technologies spend supplier, 75% savings on key cloud components.

Overall, as a result of my contribution, cash flow sustainability was achieved in line with strategy and operating requirement. 35% savings on one of the top technologies spend supplier, 75% savings on key cloud components, translating to attainment of the desired 10% cost savings realised within 4months timeline. Executive endorsed my contribution and approach to leadership and delivery within tight deadlines and complex contractual and regulatory operating environment.

• Cost Optimization

• Digital Enablement