Driving Profit Optimisation

Executives want to optimise product line margins 

Senior technology leaders want to guide their business partners on the best ways to enhance product and service line performance. Yet despite deep experience in cost allocation and chargeback programs, they often lack the level of detail needed about operational levers to confidently advise product-line owners. This lack of transparency forces them to rely on educated guesses. And those guesses lead to suboptimal outcomes and missed opportunities.

What’s missing? Detailed granularity and visual clarity across all expense and profitability drivers.

Profitability optimisation is impossible without true TCO

Inaccurate TCO and ROI data blinds ITFM and FinOps practitioners and cripples strategic decision-making. This lack of clarity hampers their ability to prioritise investments that yield maximum return. Without reliable data supporting their recommendations, IT leadership risks losing credibility and trust with business stakeholders.

A loss of trust significantly weakens IT leadership’s capacity to drive positive, sustainable change.

IT finance wants to help drive process improvements

ITFM and FinOps practitioners frequently encounter significant challenges enhancing their operational efficiency. While confident in their methodologies, the absence of granular cost and investment data restricts their ability to streamline processes and identify areas for improvement. This lack of clarity interferes with achieving operational goals. And it can undermine the credibility of IT leaders, undercutting their effort to driving meaningful process change.

What is missing? Detailed and transparent traceability of all cost and profit drivers.

Without granular TCO insights, process improvement suffers

Without a clear understanding of Total Cost of Ownership (TCO), process improvement becomes a frustrating exercise in guesswork. While leaders might have a general sense of which areas need improvement, a lack of granular cost data creates blind spots that hinder real progress. This lack of TCO transparency cripples optimisation efforts. And it leads to a host of issues such as the misallocation of resources, hidden bottlenecks, ineffective cost reduction strategies, and agonising difficulties in justifying investment decisions to stakeholders.

True understanding of the levers of profitability become unattainable without indisputable TCO.  Without that understanding, meaningful change remains elusive.