Operations that perform — lower cost, better service, kept in place.
Most owners can see the total cost but not the drivers behind it. I rebuild the numbers by driver, find the money that is really there, and stay until the savings show up in your P&L and your customers notice the difference. One senior operator, no juniors, no 200-slide deck.
of addressable direct spend typically comes back on the first pass — cash you can reinvest or keep
off logistics cost from network, routing and tender work — without cutting service
running these operations inside the P&L, so advice arrives already tested
Ranges show what the methods usually find, not a promise. Your number comes from your data, in the first two weeks.
Eight ways to get money and time back.
Two flagships — zero-based budgeting and cost-to-serve — plus the work around them. Each one is scoped narrowly, delivered end-to-end, and handed over so your team can run it without me.
Zero-Based Budgeting
Every euro has an owner and a reason — and the budget holds next year.
Supply Chain Strategy
A network that keeps up with growth instead of capping it.
Service Network, Cost-to-Serve & Customer Care
Know which customers make you money — and serve them accordingly.
Training & Capability Building
Your team keeps the gains after I leave.
HR — SC & Customer Care
The right people, roles and incentives for operations.
3PL, 4PL Logistics & Transportation
Better freight rates and providers who actually perform.
Business Excellence & SOPs
Work that runs the same way on a bad week as on a good one.
Customs & Regulatory
Fewer surprises at the border, lower landed cost.
You see the number before you commit to the work.
Short engagements run with your leadership team.
Diagnose
In weeks, you get a fact-based view of where the money and the service gaps sit. If the data is weak, that is finding number one — and you learn it early, cheaply.
Design
Targets, should-cost models and named owners built with your people, so nothing depends on me being in the room.
Deliver
I stay through implementation until the savings and service levels are real — and still hold at the next annual reset.
Short notes from the practice.
Short and practical on ZBB, should-cost, cost-to-serve and related topics. No thought leadership.
ZBB isn't a cut. It's a language.
Why zero-based budgeting lands as a slogan and works as a discipline — drivers, owners and the annual reset.
The cost nobody questions.
The biggest savings rarely come from price. They come from drivers everyone stopped seeing years ago.
Cost-to-serve without the 200-slide deck.
In service networks first-time-fix — not labour rate — sets the cost per intervention.
How to build a cost-optimisation programme that lasts
A short practitioner guide to running a zero-based cost programme that survives the next annual reset — drivers, should-cost, named owners and the reset itself.
- Reconstruct the baseline by driver, not by account
- Should-cost before price — where the real savings are
- Owners with monthly numbers, not workstreams
- What good looks like after twelve months
Free, no form. If it's useful, book a call.
Thirty minutes, and you'll know whether there's money in it.
Bring one number you don't trust. I'll tell you straight whether it's worth an engagement — and if it isn't, I'll say so.