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In our Insights Blog, our guidance, perspectives and philosophies are not just views of our environment.  They are reflections on the leadership and expertise we have delivered to clients.



  • Optimized client expenses by shifting from IT resource costs to service costs

  • Developed client IT organizations as a corporate valuation advantage

  • Trend analysis and IT management coaching, for service TCO

  • Guided IT managers in terms of consumption costs, dependence on cloud, strategic decision making

  • Designed toolsets and views for analyzing International business unit impact

We have driven,

and continue to drive,

all of the above.

Engage us in analytical action, consultative execution, as well as interim leadership.

For your firm's future.

Drive returns that last.

Finance and IT will often speak different languages. The CIO and team must ensure that a bridge of collaboration is built between the information professionals and the CFO's office.


Many IT budgets are created on the basis of resources: assets, staff, leases, software  costs.  A more  valuable approach is a business view and a service view.  

What are the costs of our business services and processes, and how can we control these service costs?  

Expenditures should be viewed in terms of their contribution to specific value chain processes, which is what the IT consumer is requiring.  

Further, when one wants to assess the cost of an outsourcing agreement, the cost of a storage farm, the cost of a cloud agreement, IT is hindered by not quickly finding its association to services, processes and business performance. Understanding the cost drivers of the business is a prerequisite to making good budgeting and planning decisions.

  • Can IT explain its cost in terms of business services and consumption?

  • When variance is assessed on the GL, is IT translating GL line items quickly in terms of specific IT resources, suppliers, assets and projects?

  • Is IT budgeting according to a service portfolio and able to identify spending as service or project investments.  

The advanced IT management team will plan its expenditures according to consumption, according to company strategy, and with a thorough understanding of the TCO for specific services.

The focus is not just in cost savings; IT is also a foundation of revenue, accountable for delivering a portfolio of innovation that support the sales, marketing and operational strategy of the enterprise.  

As partners to the CFO, all IT decisions must be strategic, financial decisions.


©  JCC Executive Partners