Data to decisions. Preparing for an agentic world.
I started this firm because I have the experience, and because I did not come to it the traditional way. I spent years on barges and in ports, flying to Asia, running a plant in the United Kingdom, long before I sat in an executive meeting or presented to a private equity board. What I love is building. A supply chain, a team, a company that runs better than it did last year. What I have found I love just as much is helping other people build theirs.
What I see now is a gap between what artificial intelligence can already do and how little most companies understand it. Businesses of every size are locked into the way they have always thought, led and organized. The same silos, the same hierarchies. That is over. Agentic artificial intelligence, software that does the work rather than just answering questions, is here, and it lets a company with fewer resources compete with one that has more. It is as simple as that.
Book some time and let us just talk about what you need.
- Earningsgo up, because supplier cost comes down and stays down under contract
- Cashcomes back through supplier payment terms and inventory you did not need
- Suppliersget fewer and better, with service that improves rather than slips
- Agentstake over the repetitive work, so your people do the work that needs people
What I actually do for you.
Cost savings that hit the profit and loss statement
Not a slide of "identified opportunities." Signed contracts at lower prices, corrected payment terms, and cash that is in your account. Every dollar is tied out against your ledger so your accountant and your lender see the same number we do.
A playbook that works in perpetuity
The process, the supplier files, the approval flow, the bid templates and the savings tracker all stay with you. Your buyer or operations lead runs it. The point of the engagement is that you do not need another one.
An artificial intelligence strategy for the new world
Which of your processes agents should own, in what order, what it costs, who is accountable, and what to leave alone. I have built and shipped agents inside a real procurement operation, so the strategy comes with a working example, not a vendor pitch.
You pay out of the savings. Not before.
No hourly billing, no monthly retainer, no percentage of anything projected. My fee is a share of savings that are real: a signed contract at a lower price, or cash that has landed in your account. If the number does not move, the fee is zero.
Diagnostic
Two weeks. The only fixed fee on this page, and it comes back to you.
Credited in full against the savings program if you continue.
- Every dollar of spend mapped by supplier and category from your accounting export
- Your top suppliers ranked, with contract status and payment terms for each
- Three quantified savings or cash opportunities, sized and sequenced
- A plain-language session on artificial intelligence: what it is, where it is going, and what it means for a company your size
- A written plan your team could execute without me
Savings program
I run the playbook on your top categories and suppliers until the plan is executed. Usually ninety days.
On verified first-year savings and one-time cash. Invoiced as each contract is signed or each dollar of cash lands. No monthly fee.
- Competitive bids and direct negotiations on your top categories
- Payment terms corrected across your largest suppliers
- Procurement policy, approvals and supplier onboarding set up and enforced
- One agent built and running on the most repetitive process we find
- You keep every contract, file and tool at the end
Ongoing supply chain lead
After the program, for companies that want the function led without hiring an executive.
On each new initiative I bring and close. Same rule: verified, not projected. No retainer.
- Supplier renewals, rebids and negotiations handled as they come due
- Your buyer or operations lead coached to run the playbook
- Monthly savings tracker tied to the profit and loss statement
- First call when a supplier, a freight lane or a lead time goes wrong
How savings are verified: old price against new price on the same item, multiplied by the volume you actually buy in the following twelve months, reconciled against your accounts payable. Cash is counted when it is in your bank. You see the same spreadsheet I do.
The playbook
The same five moves, in the same order, at a $5 million machine shop or a $300 million portfolio company. The difference is only how many suppliers are on the list.
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Map every dollar
Export the ledger, clean it, and put every supplier in a category. Most owners are surprised twice: by how many suppliers they have and by how few of them matter.
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Rank the suppliers who matter
Usually fifteen to sixty suppliers carry two thirds of the spend. Each one gets a file: contract, terms, price history, alternatives, leverage. Nothing else gets touched until these are handled.
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Compete or negotiate every category
Freight, packaging, fuel, maintenance supplies, telecom, insurance, professional services, raw materials. Bid what can be bid. Negotiate what cannot. Sign contracts so the price holds.
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Fix the terms and free the cash
Early-pay arrangements nobody remembers agreeing to, thirty-day terms that could be forty-five, deposits that never needed to be paid. Cash usually moves before the savings do.
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Put a process and an agent in place, then leave
A procurement policy people follow, an approval flow that takes minutes, and one agent doing the repetitive work: invoice matching, quote comparison, contract review. Your team runs it. I built my own platform this way and use it on every engagement.
Who you would be working with
- A supply chain executiveSenior director of supply chain through a change of ownership, plant manager in England, acquisition integration lead, and now advisor to private equity owners and their portfolio companies.
- Global procurement and supply chain strategySet and executed across the United States, the United Kingdom and China. Raw materials, freight, packaging, indirect spend, working capital.
- Comfortable with owners and boards, happier on the floorI have reported to chief financial officers and operating partners for years. I would rather walk your shop with you and hear what is actually going wrong. You will still get the number, the risk and the recommendation on one page.
- Builds with artificial intelligence, not just talks about itDesigned and shipped agent chains that read contracts, build supplier intelligence and reconcile invoices inside a live procurement operation.
Talk to Tristan
Thirty minutes, no preparation, no pitch. Bring the one supplier, contract or process that bothers you and we will talk it through. If I am not the right help, I will say so and point you somewhere better.
Email Tristan Horan