New finance leader
A new CFO or finance leader needs a fact base quickly.
Who it is for
Built for the messy middle.
Companies large enough for fragmented spend and complex renewals, but without a mature cross-functional function that owns software value end to end.
Initial ICP hypothesis
Use ranges as a starting point, not a rigid gate.
Organization
Roughly 100–1,000 employees, with enough business units, vendors, and ownership changes for drift to compound.
Spend
Roughly $500K–$10M in annual software and AI spend, where even a focused improvement can matter.
Operating signal
Fragmented purchasing, unclear ownership, renewal clusters, duplicate capability, or fast-changing AI usage.
Decision gap
The company needs an independent challenge function or execution capacity, even if procurement already exists.
Strong trigger events
Why now matters.
Post-acquisition cleanup
Two stacks, duplicate capabilities, and contracts inherited without a single owner.
Margin pressure
EBITDA, cash, or cost-reduction initiatives make recurring spend visible.
Rapid AI adoption
Seats, APIs, model choice, and shadow AI are growing faster than governance.
Renewal cluster
Several important vendors renew in the same quarter.
Decentralized buying
Business units buy locally and finance sees the total only after the fact.
Who is not automatically excluded
A procurement team can be a reason to work together.
An internal procurement or SaaS-management team does not automatically make the work redundant. SaaS Spartan may add an independent challenge function, specialist negotiation support, replacement economics, M&A cleanup capacity, or contingency-based execution.
The stronger disqualifier is not “you have procurement.” It is whether the decision owner, evidence, and scope are too unclear to verify an economic outcome.
See whether the fit is real.
A short Savings Scan conversation is enough to determine whether a deeper review is sensible.