Situation

The client operated with a fragmented IT cost structure, where multiple parallel tracking models made it difficult to understand where money was spent and who was responsible for it.

Limited transparency reduced confidence in financial reporting and made it difficult to identify savings opportunities or drive accountability across the organization.

At the same time, the complexity created a significant administrative burden across IT, Finance, and Master Data teams, taking attention away from operational priorities and decision-making.

What mattered in execution

Aurentor worked alongside IT and Finance leadership and team to establish a unified cost model based on true Total Cost of Ownership across all IT services.

The work focused on reducing complexity, clarifying ownership, and creating a model that could support operational decision-making rather than reporting alone.

The number of tracked objects was reduced by more than 80%, creating a structure that could be managed in practice rather than optimized in theory.

Separating organizational structures from service structures enabled more accurate cost allocation, clearer accountability, and improved financial follow-through across the organization.

The model was implemented using standard SAP S/4HANA functionality and embedded directly into existing operational processes to support long-term adoption and sustainability.

Outcome

The new model established a transparent view of direct and indirect costs across all IT services, enabling faster and better-informed business decisions.

Financial and operational priorities became more closely aligned, increasing commitment to ambitious cost-saving targets and strengthening accountability across the organization.

Administrative overhead was reduced by more than 50%, freeing capacity across IT and Finance teams to focus on analysis, prioritization, and business performance.

Situation

The client was operating under increasing profitability pressure while managing a large and complex international IT landscape.

The CIO was tasked with reducing the global IT run-rate by 23% within three years to improve operating profit and create room for future investment and growth.

Initial studies showed that conventional cost-reduction measures alone would not be enough to reach the target. Success depended on coordinating multiple IT functions, operational teams, and financial stakeholders while maintaining delivery across a business-critical IT environment.

What mattered in execution 

A small Aurentor team, including one external specialist, was integrated directly into the client’s IT management organization and worked alongside leadership and service teams throughout the program.

The work focused on identifying and implementing cost-reduction opportunities while aligning operational activities with financial targets and clear implementation ownership.

Progress was reviewed continuously with senior leadership, including weekly reviews with the CIO, helping maintain accountability, momentum, and prioritization throughout the program.

Operational teams retained ownership within their respective functions, while corrective actions and additional initiatives were introduced whenever required to maintain delivery and keep the program on track.

Rather than operating as a separate cost initiative, the work became part of the organization’s operational decision-making and execution.

Outcome

The program reduced the global IT run rate by more than 30%, exceeding the original target of 23%.

Beyond the financial impact, the work strengthened operational ownership, improved financial follow-through, and established execution structures later adopted in similar efficiency initiatives across the organization.