Financial Management
Maximise technology ROI with clear visibility, cost optimisation, and prioritisation frameworks that make sense for your business.
Technology Is an Investment — Not a Cost
In today’s environment of rapid change and constrained budgets, organisations need to do more than spend wisely — they need to invest strategically.
I help businesses gain control and clarity over their technology spend, improve the way investments are prioritised, and ensure that every dollar delivers value.
It’s not just about saving money — it’s about spending it smarter.
What I Deliver
Technology Financial Strategy & Governance
Establish strong financial foundations that guide investment, accountability, and outcomes.
- Technology financial health assessments
- Operating model and cost structure alignment
- Investment governance frameworks
- Transparency and reporting practices
IT Budget Planning & Management
Move beyond reactive budgeting. Build a proactive approach that links spend to strategic outcomes and future capability.
- Annual and multi-year budgeting processes
- Cost allocation and chargeback models
- Strategic portfolio planning
- OPEX / CAPEX balance and optimisation
Prioritisation & Investment Planning
Ensure the right initiatives get the funding and focus they deserve — with a clear view of risk, value, and urgency.
- Value-based prioritisation frameworks
- Business case development and assessment
- Project and initiative scoring models
- Decision-making support for boards and executives
Cost Optimisation & FinOps
Reduce waste and improve visibility — particularly in dynamic environments like cloud and SaaS.
- FinOps practices for cloud cost management
- Vendor contract analysis and optimisation
- Rationalisation of legacy systems and tools
- Usage-based cost modelling
Metrics, Reporting & Insights
Bring your numbers to life. I help translate financial data into clear, meaningful insights that guide confident decisions.
- Dashboard and reporting design
- Technology cost-to-value ratios
- Business outcome tracking
- Executive-level financial storytelling
Outcomes You Can Expect
- Reduced technology waste and overspend
- Improved transparency and cost control
- Smarter prioritisation of digital initiatives
- Stronger business cases and board confidence
- Clearer alignment between spend and strategy
My Approach
- Assess: Understand your current cost structure, drivers, and financial pain points
- Align: Connect financial strategy with business priorities and operational models
- Optimise: Identify and act on opportunities to reduce cost and increase value
- Sustain: Build repeatable processes and capabilities for long-term maturity
Whether you’re navigating rising cloud costs, refreshing your technology roadmap, or just seeking greater financial visibility — I bring structure, insight, and clarity.
Components
By considering these components within the Financial Management framework, organisations can effectively manage costs, optimise investments, and align IT spending with business priorities to drive value and achieve strategic objectives.
- Description: Private refers to IT resources and services that are hosted and managed within an organisation's own data centers or infrastructure, typically on-premises.
- Cost Considerations: Costs associated with private IT infrastructure include hardware procurement, data center maintenance, power and cooling, network infrastructure, and personnel.
- Financial Management Focus: Financial management of private IT assets involves tracking and optimising capital and operational expenditures, ensuring cost efficiency, and aligning investments with business needs and priorities.
- Examples: Private servers, storage arrays, networking equipment, data center facilities, and personnel costs for managing on-premises infrastructure.
- Description: Cloud refers to IT resources and services that are delivered over the internet from third-party providers, enabling on-demand access to scalable and flexible computing resources.
- Cost Considerations: Cloud costs typically include subscription fees, usage-based pricing, data transfer costs, storage costs, and costs for additional services such as databases, AI/ML, and analytics.
- Financial Management Focus: Financial management of cloud services involves optimising costs, monitoring usage and spending, right-sizing resources, and leveraging cost-saving opportunities such as reserved instances and volume discounts.
- Examples: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), Software as a Service (SaaS), cloud storage, cloud-based databases, and cloud-based development tools.
- Description: Applications refer to software programs or systems that support specific business functions, processes, or user needs within an organisation.
- Cost Considerations: Application costs include software licenses or subscriptions, development and customisation costs, maintenance and support fees, integration costs, and costs associated with infrastructure and hosting.
- Financial Management Focus: Financial management of applications involves tracking total cost of ownership (TCO), assessing value delivered, rationalising application portfolios, and optimising investments in application development, maintenance, and support.
- Examples: Enterprise resource planning (ERP) systems, customer relationship management (CRM) software, business intelligence (BI) tools, custom-developed applications, and industry-specific applications.
- Description: Vendors refer to external suppliers, partners, or service providers that deliver products, services, or solutions to an organisation.
- Cost Considerations: Vendor costs include fees for products or services, licensing fees, subscription fees, maintenance and support fees, consulting fees, and costs for additional services such as training and customisation.
- Financial Management Focus: Financial management of vendors involves vendor selection, contract negotiation, vendor performance management, and vendor relationship management to optimizse value, minimise risks, and ensure compliance with contractual agreements.
- Examples: Hardware vendors, software vendors, cloud service providers, consulting firms, managed service providers, and outsourcing partners.
- Description: Business capabilities refer to the core functions, processes, or competencies that enable an organisation to achieve its strategic objectives and deliver value to customers.
- Cost Considerations: Business capability costs encompass investments in people, processes, technology, and resources required to support and enable key business functions and activities.
- Financial Management Focus: Financial management of business capabilities involves aligning IT investments with business priorities, assessing the cost-effectiveness and value contribution of IT services and solutions, and optimising resource allocation to support strategic capabilities.
- Examples: Sales and marketing, product development, customer service, supply chain management, finance and accounting, human resources, and IT management and governance.
- Description: On-Prem refers to IT resources and services that are hosted and managed on-premises within an organisation's own facilities or data centers.
- Cost Considerations: On-premises costs include capital expenditures (CapEx) for hardware and infrastructure, operational expenditures (OpEx) for maintenance and support, labor costs for IT personnel, and overhead costs for facilities and utilities.
- Financial Management Focus: Financial management of on-premises IT assets involves optimising capital investments, controlling operating expenses, assessing total cost of ownership (TCO), and evaluating cost comparisons with cloud alternatives.
- Examples: Servers, storage systems, networking equipment, data center facilities, and personnel costs for managing and maintaining on-premises infrastructure.
Connecting Technology Investments to Business Value
Organisations need a way to connect technology investments to business value. In other words, organisations need to consider how they can translate the things that money is spent on – cloud bills, data center investments, 3rd party software, and developers – to outcomes that the business cares about.
Backed by a Standardised Taxonomy for Technology Costs
The complexity and variety of technology architectures mean that every business uses their own terminology or lingo to describe the elements in their purview. This makes it very difficult to adopt best practice allocation methodologies or make efficiency comparisons across industry. That is why in 2014, the TBM Council standardised on a TBM Taxonomy to help take the guesswork out of naming and organising cost structures. The TBM Taxonomy translates from a financial view to a technology view to a business-facing view with terminology that makes sense to each audience.
The TBM Taxonomy makes adoption of TBM much easier, because it settles debates about what to call things or how to group costs together. It also lays the groundwork for vendors to standardise other important tools, such as the allocation model that defines the math for apportioning costs and reporting systems for quickly deriving insights about an organisation’s spend.
Let’s Get the Numbers Working for You
Financial discipline shouldn’t slow you down — it should set you free to invest in what matters most.