[INSERT ...] and do not represent a real client. Replace them with genuine, verified results before publishing.The challenge
[INSERT CLIENT CONTEXT] had no consolidated view of event spend — it was spread across cost centres and coded inconsistently. Procurement could not answer basic questions about the category, the exact issue explored in why event spend is invisible to procurement.
Existing procurement model
[INSERT: describe the prior state — e.g. no category owner, no reporting, spend buried in departmental budgets].
Our approach
- 1Reconstruct the totalWe combined finance, supplier and booking data through spend analysis.
- 2CategoriseWe built a categorised view by department, event type, venue and supplier.
- 3Stand up reportingWe introduced a reporting dashboard and a single sourcing route to keep it current.
- 4EmbedWe routed new events through the process so visibility is maintained, not a one-off.
The solution
[INSERT: describe the new state — e.g. live dashboard, categorised spend, ongoing capture through a single sourcing route].
Commercial outcome
[INSERT COMMERCIAL RESULT — e.g. overspend and duplication identified, savings opportunities quantified].
Operational outcome
[INSERT OPERATIONAL RESULT — e.g. procurement can now report on the category, informed the wider business case].
KPIs
| KPI | Before | After |
|---|---|---|
| Total spend known | No | Yes |
| Central reporting | None | [INSERT cadence] |
| Spend under management | [INSERT] | [INSERT] |
| Savings opportunity identified | [INSERT] | [INSERT] |
Client testimonial
[INSERT CLIENT TESTIMONIAL]— [INSERT NAME, JOB TITLE, ORGANISATION]