Built by a finance leader who's managed nine-figure tech cost bases.
Built by a finance leader who's managed nine-figure tech cost bases.
Built by a finance leader who's managed nine-figure tech cost bases.
I started my career at EY, training as a Chartered Accountant before moving in-house, working in some of the fastest scaling, tech-enabled companies in the world: Deliveroo (DoorDash), Global Fashion Group, Just Eat Takeaway, and ASOS.
Over the majority of the last decade I specialised in one thing: Technology spend.
Across those roles I managed and optimised over $100M in annual technology spend.
I started my career at EY, training as a Chartered Accountant before moving in-house, working in some of the fastest scaling, tech-enabled companies in the world: Deliveroo (DoorDash), Global Fashion Group, Just Eat Takeaway, and ASOS.
Over the majority of the last decade I specialised in one thing: Technology spend.
Across those roles I managed and optimised over $100M in annual technology spend.
I noticed a pattern. As companies scale, technology spend grows both in complexity and volume, becoming one of the largest and fastest-growing lines on the P&L.
Yet few organisations have real visibility or financial governance over it.
Founders focus on growth
CTOs focus on product and engineering
CFOs focus on fundraising and reporting
Finance teams lack the technical knowledge to govern spend
So it falls through the cracks.
That gap is where millions quietly disappear, capital that could otherwise fund growth or improve profitability.
FORC exists to close that gap. You get the financial rigour of a senior technology finance partner, without the cost of a full-time hire. Most clients find 20-30% in recoverable spend they didn't know existed. But the real value is: building the financial discipline to sustain it as you scale, and freeing capital to redeploy toward growth or improve profitability.
I noticed a pattern. As companies scale, technology spend grows both in complexity and volume, becoming one of the largest and fastest-growing lines on the P&L.
Yet few organisations have real visibility or financial governance over it.
Founders focus on growth
CTOs focus on product and engineering
CFOs focus on fundraising and reporting
Finance teams lack the technical knowledge to govern tech spend
So it falls through the cracks.
That gap is where millions in capital quietly disappear, spend that could otherwise fund growth or improve profitability.
FORC exists to close that gap. You get the financial rigour of a senior technology finance partner, without the cost of a full-time hire. Most clients find 20-30% in recoverable spend they didn't know existed. But the real value is: building the financial discipline to sustain it as you scale, and freeing capital to redeploy toward growth or improve profitability.
I noticed a pattern. As companies scale, technology spend grows both in complexity and volume, becoming one of the largest and fastest-growing lines on the P&L.
Yet few organisations have real visibility or financial governance over it.
Founders focus on growth
CTOs focus on product and engineering
CFOs focus on fundraising and reporting
Finance teams lack the technical knowledge to govern tech spend
So it falls through the cracks.
That gap is where millions quietly disappear, capital that could otherwise fund growth or improve profitability.
FORC exists to close that gap. You get the financial rigour of a senior technology finance partner, without the cost of a full-time hire. Most clients find 20-30% in recoverable spend they didn't know existed. But the real value is: building the financial discipline to sustain it as you scale, and freeing capital to redeploy toward growth or improve profitability.