Contracts renew before anyone looks.
Notice dates pass quietly, and the bargaining power goes with them.
Most multi-site companies pay for technology nobody has added up.
I find the money in your technology contracts and systems, then run the program that captures it. For CFOs of multi-site companies, it starts with a five-week, fixed-fee Diagnostic.
I ran technology reporting to the CFO at a 184-location retailer. I take no vendor commissions.
Where the money goes
Acquisitions leave two of everything.
Two point-of-sale contracts, two payments processors, two support desks, long after the deal closed.
Vendors set the price.
A busy finance team accepts the renewal quote because nobody has time to challenge it.
Programs report green until they miss.
By the time the overrun is visible, the budget is spent.
How I help
I find the money in your technology contracts and systems, then run the program that captures it.
For CFOs
Technology Spend and Contract Diagnostic
In five weeks you get a renewal calendar, a spend baseline, a risk inventory and a sized list of what is recoverable, for a fixed fee.
You provide the contracts, 12 months of accounts payable data and six to eight interviews.
Learn moreFor CFOs and CEOs
Contract Renegotiation and Systems Consolidation
I lead the negotiations and the system consolidation, and track the savings against your invoices. Includes post-acquisition integration.
Learn moreFor CEOs
Fractional Technology Executive
Senior technology leadership a few days a month, for companies without a CIO or between leaders.
Learn moreWhy me
- I ran ecommerce and B2B revenue before I ran technology.
- I ran technology reporting to the CFO at a 184-location home furnishings retailer.
- I owned the technology workstream that put 265 locations, three legal entities and 3,000+ users on one ERP after a merger, on a nine-month deadline, on time and on budget.
- I cut device hardware cost by more than 50% while equipping about 1,500 front-line staff.
- I directed a $25M technology capital portfolio of 50+ concurrent projects.
- I take no vendor commissions, hold no reseller agreements, and have no implementation team to sell you.
Method
Consolidate systems and vendors. Pilot before scaling. Put what the vendor promised into the contract.
How an engagement runsSelected work
Three of the programs I led in executive operating roles. Employer and client names are withheld.
M&A Platform Conversion
265 locations, three legal entities and 3,000+ users on one ERP after a merger, in nine months, on time and on budget.
Read the program summaryStore Systems and Payments
Device hardware cost cut by more than 50% for about 1,500 staff. Payments savings projected at about $480K a year.
Read the program summaryDigital Commerce and Business Intelligence
Direct-to-consumer and marketplace channels built for an established manufacturer, supported by ERP, EDI, and executive reporting that changed how inventory decisions were made.
Read the program summaryWhat colleagues say
“Driving complex projects in a simple and structured way is one of his greatest strengths. Morris is a real team motivator, never afraid to take important actions for the benefit of the company.”
“He’s been able to get into some of the most complex technologies and sometimes ridiculously convoluted systems, and make sense of them and then break them down in order to improve and streamline them.”
Common questions
- Do you work on contingency?
- Not for the Diagnostic. If I were paid for finding savings, you would get a list of savings rather than an honest view, including the risks. For the negotiation work that follows, a success-fee structure can be discussed once a baseline is signed.
- Will my IT team feel audited?
- They are the people I work with most. The Diagnostic gives them a complete renewal calendar and commercial backing for the negotiations they already want to have, and they get the credit in the readout.
- Do you recommend vendors?
- I don't resell anything or take commissions from anyone. I tell you what I would keep, what I would renegotiate and what I would replace. If a new vendor is needed, I run a short competitive process with you.
- You're one person. What if you get sick?
- Every working file sits in your environment from day one, and the deliverables are built to stand on their own. If I am out more than five business days, the timeline moves, and you are never charged for work you don't receive.
- What results have you had?
- From operating roles: device hardware cost cut by more than 50% for about 1,500 staff; 265 locations moved onto one ERP in nine months, on time and on budget; a shelf-label program taken from a 30-day pilot to 86,000 labels. As an independent practice, I price first engagements as fixed fees with deliverables you can judge.
- What about the AI features in our contracts?
- Some of your vendors are adding AI features and charging for them. Part of the contract review is checking what you pay for that you did not ask for. I don't lead with AI.
Know what you are committed to before your next renewal.
Book a 30-minute call. If I don't think I can help, I'll tell you.
Book a 30-minute call