An interview with the new sector leads, Matthew Rose and José Carande Morgado, Managing Directors at Inverto
Whether it’s funding a cloud migration, modernizing claims processes, or managing third-party risk, today’s procurement leaders are being asked to deliver more value with fewer resources. In this interview, Matthew Rose, leading the Technology, Media & Tele –
communications (TMT) practice, and José Carande Morgado, sector lead for Financial Institutions & Insurance (FINS), explain how procurement is driving value creation – while enabling innovation and resilience in two of the world’s most dynamic sectors.
What cost challenges are top of mind for your clients today?
Matthew Rose – TMT:
TMT companies are operating in an environment where investment intensity is high, but margins are under pressure. There is significant CAPEX demand – 5G rollout, fiber infrastructure expansion, and cloud infrastructure expansion – and at the same time, indirect costs continue to grow.
For example, global telecom sector spend is estimated to exceed £1 trillion, largely driven by infrastructure and vendor services. Across the board, we see rising costs in areas like SaaS licensing, GenAI experimentation, and digital content production – often without centralized visibility or commercial discipline. Procurement is frequently fragmented, especially in media environments that prioritize speed over structure. To address this, organizations need to build new procurement capabilities – especially in sourcing rapidly evolving technologies and fully harnessing the potential of GenAI.
José Carande Morgado – FINS:
As interest rates are expected to decline, profitability and cost-to-income ratios are under pressure in Financial Institutions. This makes cost efficiency a top priority – but it’s not easy, given the inelasticity of cost structures, especially due to legacy IT and physical networks.
To respond, banks are seeking to externalize non-core activities, protect critical capabilities, and define outcomedriven collaboration models with suppliers. At the same time, investment in technology – like core banking modernization, cloud, AI and GenAI – is essential to remain competitive.
Procurement plays a key role in this equation. With third-party spend representing 45–55% of operating expenses, there is a massive opportunity to optimize and generate value – helping to self-fund the digital investments needed, while safeguarding agility, compliance, and resilience.
Where do you see the greatest potential for procurement to deliver impact?
Matthew Rose – TMT:
In TMT, we support clients across the full spectrum of spend – both direct and indirect – by enhancing transparency, control, and value delivery. This includes not only under-managed areas like content, legal and marketing procurement, but also
high-impact categories such as IT services and infrastructure.
We bring a broad range of commercial and non-commercial levers to the table: from right-sizing IT services agreements and optimizing delivery models and organizational pyramids, to improving rates and driving productivity excellence. Our clients benefit from structured sourcing strategies, license rationalization, and supplier consolidation – all of which contribute to margin improvement and greater commercial discipline.
José Carande Morgado – FINS:
Procurement is a powerful lever to accelerate GenAI adoption in outsourced services – where it can significantly reduce delivery costs across IT, operations, contact centers, and marketing. The key is making this lever explicit in supplier conversations and aligning on mutual gains.
In our recent projects, we’ve seen savings of 15–40%, depending on service scope, by applying a 360º optimization model that combines technical and commercial levers and embeds GenAI use cases contractually.
Procurement also delivers value in other areas – such as managing the rising cost of software and cloud, or increasing marketing efficiency by optimizing production, agency models, and media spend. In these categories, 8–12% savings are typically achievable.
How does digital procurement contribute to cost optimization in your sectors?
Matthew Rose – TMT:
Digital procurement capabilities – such as process orchestration, Source-to-Pay (S2P) suites, and GenAI-enabled analytics and negotiation support – allow organizations to accelerate decision-making, reduce manual effort, and improve cost visibility. For TMT companies operating in highly dynamic environments, this is essential for maintaining commercial control while supporting speed and innovation.
José Carande Morgado – FINS:
Although Procurement maturity in Financial Institutions still lags behind other sectors, digital tools are already driving value. Spend visibility, for instance, improves transparency and helps uncover demand-side efficiencies. Risk management
processes are also benefiting from digitalization – making supplier qualification, mitigation planning, and compliance faster and more integrated. Additionally, sourcing and contracting are being streamlined through e-sourcing and autonomous sourcing platforms and Contract Lifecycle Management systems, improving speed and user experience.
What’s your message to CFOs and COOs looking to drive cost excellence in 2025?
Matthew Rose – TMT:
Procurement should be seen as a strategic business partner – capable of protecting margins and enabling innovation. In TMT, where demand for investment remains high and supplier innovation is a huge competitive advantage, establishing a
strong and forward leaning procurement function is critical to win in the market.
José Carande Morgado – FINS:
Cost excellence isn’t just about reducing spend – it’s about deploying resources more strategically. The most advanced Procurement functions are deeply connected to Finance & Controlling, translating budgets into sourcing actions and tracking value impact of the sourcing actions directly into financial statements. Equally important is proximity to the business. Embedding Procurement business partners within operations enables early engagement and proactive value delivery – ensuring Procurement is not reactive, but an active contributor to strategic transformation.
This expert interview is part of our magazine issue Achieving Cost Excellence.
In addition, you will also receive the following articles when you download the issue:
When companies think about cost excellence, they often focus on direct categories – the inputs for their core products or services. But indirect spend, from IT and logistics to professional services and facilities, typically represents 20–30% of outgoings and remains heavily under-managed.
Cost+ contracts are gaining traction in the energy sector as a flexible solution for high-risk, high-stakes projects. But without the right governance, transparency, and collaboration, they can quickly spiral into inefficiency and overspend.
Innovation remains non-negotiable in pharmaceutical R&D – but so does cost discipline. With longer innovation cycles, tightening budgets, and increasingly complex supplier ecosystems, traditional ways of managing R&D expenses are no longer sustainable.
Inflation, shifting consumer expectations, and ongoing supply chain disruptions are reshaping the role of private label in food retail.
For decades, high-stakes negotiations were defined by gut instinct, personal persuasion, and last-minute deals. But a quiet revolution is underway: process driven negotiations are transforming procurement into a discipline built on structure, transparency, and incentives.
In this exclusive interview, our sector experts Matthew Rose (TMT) and José Carande Morgado (Banking) reveal how procurement is evolving from a cost enforcer to a true strategic partner in two of the world’s most dynamic sectors.
Achieving cost excellence is no longer optional; it’s a strategic necessity. In this expert interview, Stephan Kunigk, Chief Procurement Officer at Amprion, shares how Amprion restructured its procurement to drive efficiency, resilience, and long-term value in a rapidly evolving energy landscape.
Please complete the contact form to request the magazine. You will then receive the full issue by e-mail.
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Our TMT and FINS Experts
Matthew Rose
Matthew Rose
Managing Director
José Carande Morgado
José Carande Morgado
Managing Director
