Financial Discipline for Technology Spend
You're scaling fast. Your cost governance isn't keeping up. We help you fix that gap.
Financial Discipline for Technology Spend
You're scaling fast. Your cost governance isn't keeping up. We help you fix that gap.
Financial Discipline for Technology Spend
You're scaling fast. Your cost governance isn't keeping up. We help you fix that gap.
Without visibility and discipline over tech spend, it becomes a drain on growth instead of a lever for it.
Without visibility and discipline over tech spend, it becomes a drain on growth instead of a lever for it.
Without visibility and discipline over tech spend, it becomes a drain on growth instead of a lever for it.
Here's what we see across scaling companies - and where millions in capital quietly disappear.
Here's what we see across scaling companies - and where millions in capital quietly disappear.
20–40% of annual tech spend in waste
Fast growing tech-enabled companies accumulate duplicate SaaS, unused licences, untracked AI usage, unoptimised cloud spend and auto-renewing contracts. Your teams don't see it. Neither does your CFO.
20–40% of annual tech spend in waste
Fast growing tech-enabled companies accumulate duplicate SaaS, unused licences, untracked AI usage, unoptimised cloud spend and auto-renewing contracts. Your teams don't see it. Neither does your CFO.
Finance and engineering operate in silos
Tech spend is decentralised across teams. Finance and engineering operate in silos - one sees costs, one sees strategy, but neither sees the whole picture. Your CFO and CTO make decisions independently, not together.
Finance and engineering operate in silos
Tech spend is decentralised across teams. Finance and engineering operate in silos - one sees costs, one sees strategy, but neither sees the whole picture. Your CFO and CTO make decisions independently, not together.
You're bleeding margin on tech you don't understand
Your cloud bill is growing 30–40% year-on-year. SaaS subscriptions are scattered across teams. Engineering investment is expensed instead of capitalised. Together, they're eating margins you didn't know you were losing.
You're bleeding margin on tech you don't understand
Your cloud bill is growing 30–40% year-on-year. SaaS subscriptions are scattered across teams. Engineering investment is expensed instead of capitalised. Together, they're eating margins you didn't know you were losing.
A structured Technology governance programme built for fast scaling companies
A structured Technology governance programme built for fast scaling companies
A structured Technology governance programme built for fast scaling companies
No black box consulting. Clear process. Board-ready outputs.
No black box consulting. Clear process. Board-ready outputs.
1
Discovery
30-minute call. We listen. No obligation.
2
Tech - Operating Model Review
We give you full visibility into your tech spend, identify governance gaps and renewal risks, then hand you a roadmap for strategic cost management. Plus a 90-minute board brief. 30 days.
3
Tech - Operating Model Implementation
We execute the plan and set up tech cost governance that sticks. Consolidate vendors, optimise your licences, nail down cloud costs. Build out financial reporting & budgeting models that enable decision making, set up budget ownership, lock in approval workflows, capitalisation reviews and AI cost governance.
4
Tech - Intelligence & Governance
We become your embedded tech finance partner. Monthly reporting, variance tracking, renewal management, vendor strategy, AI cost monitoring, and ongoing optimisation. You stay in control; we keep your costs aligned to your financial strategy.
Founders Experience
What Tech & Finance leaders say
What Tech & Finance leaders say
Visibility into tech spend matters. The leaders who get this right have someone bridging Finance and Technology - translating numbers into strategic decisions they can act on with conviction.
Karthik Subramanian
Global Fashion Group - CTO
"Chenge wasn't just a finance representative - he was a genuine strategic partner. Managing a $100M tech cost base, he built the governance infrastructure and reporting cadence that transformed how Technology and Finance operated together. The 30% cost reduction on our Tech spend was tangible, but this could only be achieved by the clarity and frameworks that he built, enabling us to make informed, strategic decisions on capital allocation."
Karthik Subramanian
Global Fashion Group - CTO
'Chenge wasn't just a finance representative - he was a genuine strategic partner. Managing a £100M tech cost base, he built the governance infrastructure and reporting cadence that transformed how Technology and Finance operated together. The 30% cost reduction was tangible, but what mattered more was giving technology leadership the clarity and frameworks to make informed, strategic decisions."
Karthik Subramanian
Global Fashion Group - CTO
"Chenge wasn't just a finance representative - he was a genuine strategic partner. Managing a $100M tech cost base, he built the governance infrastructure and reporting cadence that transformed how Technology and Finance operated together. The 30% cost reduction on our Tech spend was tangible, but this could only be achieved by the clarity and frameworks that he built, enabling us to make informed, strategic decisions on capital allocation."
Gavin Shetly
Global Fashion Group - CTO
"What set Chenge apart was translating technology spend into board-level decisions. He didn't present cost problems - he presented strategic options with the financial case for each. Whether consolidating vendors, defending cloud investments, or rationalising regional spend, he gave us the framework and narrative to move forward with conviction. He's exactly the kind of advisor fast-growing tech companies need when financial complexity starts outpacing internal capability."
Gavin Shetly
Global Fashion Group - CTO
"What set Chenge apart was translating technology spend into board-level decisions. He didn't present cost problems - he presented strategic options with the financial case for each. Whether consolidating vendors, defending cloud investments, or rationalising regional spend, he gave us the framework and narrative to move forward with conviction. He's exactly the kind of advisor fast-growing tech companies need when financial complexity starts outpacing internal capability."
Alice Grant
Global Fashion Group - Finance Director
"When Chenge joined, Technology spend at GFG was one of the least transparent cost areas in the business. He significantly improved visibility across both people and non-people spend, introducing greater rigour in vendor tracking and capitalisation reviews. He owned the full scope of the role, building strong partnerships with the co-CTOs and regional Tech and Finance teams. His work directly supported the group’s financial strategy, and he brought a collaborative, positive approach that made him a pleasure to work with."
Alice Grant
Global Fashion Group - Finance Director
"What set Chenge apart was translating technology spend into board-level decisions. He didn't present cost problems - he presented strategic options with the financial case for each. Whether consolidating vendors, defending cloud investments, or rationalising regional spend, he gave us the framework and narrative to move forward with conviction."
Alice Grant
Global Fashion Group - Finance Director
"When Chenge joined, Technology spend at GFG was one of the least transparent cost areas in the business. He significantly improved visibility across both people and non-people spend, introducing greater rigour in vendor tracking and capitalisation reviews. He owned the full scope of the role, building strong partnerships with the co-CTOs and regional Tech and Finance teams. His work directly supported the group’s financial strategy, and he brought a collaborative, positive approach that made him a pleasure to work with."
Aleksandar Radosavljevic
Global Fashion Group - CISO
"Security investment is one of the hardest things to get funded at board level. Chenge took the complexity of our security spend and translated it into a financial narrative that resonated with the management board - building the case for why increased investment in cyber was the right business decision, not just a technical one. Having a finance partner who could do both the detail and the boardroom with equal conviction made a real difference."
Aleksandar Radosavljevic
Global Fashion Group - CISO
'Chenge wasn't just a finance representative - he was a genuine strategic partner. Managing a £100M tech cost base, he built the governance infrastructure and reporting cadence that transformed how Technology and Finance operated together. The 30% cost reduction was tangible, but what mattered more was giving technology leadership the clarity and frameworks to make informed, strategic decisions."
Aleksandar Radosavljevic
Global Fashion Group - CISO
"Security investment is one of the hardest things to get funded at board level. Chenge took the complexity of our security spend and translated it into a financial narrative that resonated with the management board - building the case for why increased investment in cyber was the right business decision, not just a technical one. Having a finance partner who could do both the detail and the boardroom with equal conviction made a real difference."
Hap Muchechetere
Just Eat Takeaway.com - Technology Manager
"Chenge gave Enterprise IT real financial visibility and translated the numbers into actionable priorities for our team. That clarity made it easier to stay on budget without losing sight of what actually mattered to the business. He is genuinely a pleasure to work with, collaborative, straightforward, and someone who made the Finance-IT relationship feel like a partnership."
Hap Muchechetere
Just Eat Takeaway.com - Technology Manager
"What set Chenge apart was translating technology spend into board-level decisions. He didn't present cost problems - he presented strategic options with the financial case for each. Whether consolidating vendors, defending cloud investments, or rationalising regional spend, he gave us the framework and narrative to move forward with conviction."
Hap Muchechetere
Just Eat Takeaway.com - Technology Manager
"Chenge gave Enterprise IT real financial visibility and translated the numbers into actionable priorities for our team. That clarity made it easier to stay on budget without losing sight of what actually mattered to the business. He is genuinely a pleasure to work with, collaborative, straightforward, and someone who made the Finance-IT relationship feel like a partnership."
Razaq Ahmed
ASOS.com - Platform Lead
"At the pace ASOS was moving, having a finance partner who could keep up wasn't a given. Chenge managed my budgets with real rigour - but what stood out was the financial visibility he gave us. I always knew where we stood, what was coming, and what the numbers actually meant for the platform team's priorities. He made the FBP relationship feel less like a reporting exercise and more like having a genuinely informed partner in your corner."
Razaq Ahmed
ASOS.com - Platform Lead
'Chenge wasn't just a finance representative - he was a genuine strategic partner. Managing a £100M tech cost base, he built the governance infrastructure and reporting cadence that transformed how Technology and Finance operated together. The 30% cost reduction was tangible, but what mattered more was giving technology leadership the clarity and frameworks to make informed, strategic decisions."
Razaq Ahmed
ASOS.com - Platform Lead
"At the pace ASOS was moving, having a finance partner who could keep up wasn't a given. Chenge managed my budgets with real rigour - but what stood out was the financial visibility he gave us. I always knew where we stood, what was coming, and what the numbers actually meant for the platform team's priorities. He made the FBP relationship feel less like a reporting exercise and more like having a genuinely informed partner in your corner."