By providing an interim COO and a strategy for sustainable growth Iknaia is an innovative technology company providing high performance, multi-purpose sensor platforms that can create high density, cost effective sensor networks across many environmental industries both indoors and outdoors, including air, water, acoustic, as well as traffic and footfall. Pushing the boundaries in remote environmental monitoring, their mission is to provide a completely connected environment, that will enable their clients to remotely monitor their assets cost effectively. Iknaia creates bespoke hardware and software in-house and uses state of the art sensors to monitor, measure, and manage all environmental situations, in real-time. Iknaia also employs Edge Computing and AI with data which is accessible to view through an online management dashboard or APIs. Project Overview Iknaia needed a Chief Operating Officer to support the Chief Executive Officer/Owner, who was originally forced to occupy both C-suite positions. The owner sought to onboard a leader to manage the day-to-day operations, thus allowing her to devote more time to focus on strategic initiatives. In addition to elevating the leadership team, the organisation wanted to position itself for future growth, and was looking at ways to expand its service offerings. Specific Challenges facing Start-Ups Limited Capital: One of the most significant challenges for start-ups is limited funding. Securing enough capital to cover initial expenses, operational costs, and unforeseen challenges can be a constant struggle. Operational Efficiency: Optimising internal processes and ensuring smooth day-to-day operations is crucial for start-ups. This includes supply chain management, inventory control, and overall efficiency in delivering products or services. Risk Management: Start-ups inherently involve risk, and managing that risk is vital. This includes financial risk, market risk, and operational risk. Developing contingency plans and being prepared for the unexpected is crucial. Scaling Up: Successfully scaling a start-up from a small operation to a larger, more complex one poses its own set of challenges. This involves expanding the team, increasing production capacity, and maintaining quality while growing. Prioritising the Pipeline: It is crucial to maximise the efficiency and focus of efforts on leads to fit with the business needs, whether that be lead time or size of revenue. Overcoming these challenges requires strategic planning, resilience, and a willingness to learn from both successes and failures. Seeking mentorship, staying adaptable, and being persistent are key factors in navigating the start-up landscape, and ones which Iknaia needed further support to implement. Solutions Though an innovative and rapid-growing technology start-up, Iknaia needed further support structuring their organisation in order to fully maximise their capability. This required the following stages: Thorough Financial Planning: Develop a detailed business plan that includes realistic financial projections. Understand costs, operating expenses, and revenue forecasts. Cash Flow Forecasting: Develop a robust cash flow forecast to anticipate periods of low liquidity and plan accordingly. Diversify Revenue Streams: Explore opportunities to diversify revenue streams. This could involve expanding product or service offerings, targeting new customer segments, or entering new markets. Effective Communication: Foster clear and open communication within the organisation. Ensure that all team members are aware of their roles, responsibilities, and deadlines. Identify and Assess Risks: Conduct a comprehensive risk assessment to identify potential threats. This includes financial risks, operational risks, market risks, and external factors that could impact your business. Develop a Risk Management Plan: Create a detailed risk management plan that outlines the identified risks, their potential impact, and strategies for mitigation. Outcomes & Results 1. Change in Mindset As p art of our restructuring, we implemented a shift from an Operational to a Strategic mindset in Iknaia. 2. 8 Sites in the Netherlands Using our inhouse operational excellence, we were able to tackle Iknaia's large-scale problems. 3. Sites in the US and UK We effectively re-allocated resources, including human capital, technology, and financial resources, to meet organisational goals. 4. Forward Planning We set goals and objectives in order to provide Iknaia with a clear glidepath, including common goals that require collaboration from multiple departments. 5. Clear Governance Structure We defined and established a Governance structure, decision making principles, and clearly articulated the goals and objectives of governance within the organisation. 6. Risk Management We developed and implemented effective risk mitigation strategies. 7. Improved Communication We established clear communication objectives that aligned with the overall organisations goals, ensuring collaboration to achieve said goals.

Successful divestiture and auction process managed by Cambridge MC Cambridge Management Consulting was appointed by the Post Office Limited (the Post Office) to support them on a strategic review of their consumer telecommunications (phone and broadband) business. Following a thorough review of strategic options, it was decided to make a divestiture of the business through an auction process with the outcome that Post Office Telecoms was sold to Shell Energy Retail Limited, SERL, (Shell) in the first quarter of 2021. We were engaged to work with the Post Office and other external advisors to manage the process. The Strategy Given Cambridge MC’s close understanding of both client and sector, we took a leading role in the sale process. We worked closely with the financial and legal advisors to prepare an information memorandum issued to a carefully selected pool of potential buyers. We worked collaboratively with the other advisors, providing insight on the sector and likely buyers. This created a focused and targeted approach to the sale. We provided telecoms, commercial and technical expertise in the review and assessment of all purchase bids, inputting recommendations to the client’s senior management team. We assisted in negotiations with the bidders and input to shortlisting and down selection of the preferred bidder. Interdependencies The Post Office Telecoms Business Unit was highly outsourced, therefore the relationship with the lead outsourcing partner was key to the success of the sale. A good relationship was established with the outsource partner through regular and structured discussions, resulting in a comprehensive and informative output from the review. Cambridge MC carried out a careful review of the existing outsource arrangements, particularly with respect to exit and transition of services in the event of a change in outsourcing partner. Vendor due diligence Vendor due diligence was carried out in two phases; first with a small group of potential bidders, and secondly with a carefully selected preferred bidder. Cambridge MC populated and assisted with the management of the Virtual Data Room and Q&A process, acting as an interface between the bidders, the Post Office’s subject matter experts and the lead outsourcer. Legal Cambridge MC worked collaboratively with both the internal legal team and Norton Rose Fulbright (external legal team). We assisted with the timely creation and review of all sale-related legal documentation, including guidance notes for bidders on the existing outsource agreement and the structure of the novation agreement. Transitional Services Agreement (TSA) Cambridge MC led on the design and content of the Transitional Services Agreement (TSA), working collaboratively with the legal, commercial and procurement teams. This involved negotiation of terms with the preferred bidder and development of a robust separation plan with the Post Office’s operations. Following completion, we executed against the TSA and separation plan. Governance Cambridge MC supported the Post Office’s governance processes throughout, including the preparation of board and shareholder approval papers. Outcomes & Results 1. Smooth TSA process Cambridge MC provided a complete solution with ongoing accountability for early deliverables 2. Exit of services We quickly established ourself as the lead on exit and transition of services. This proved invaluable both in assisting the due diligence of the preferred bidder and also in structuring the transaction documents to enable a successful sale. 3. Advisory roles Cambridge MC provided strategy advice to Post Office executives during the sale process, to ensure that the Post Office maximised its sale price and maintained the probability of delivering an outcome during the tough market conditions of Covid-19. 4. Results Post Office Telecoms was sold successfully to Shell in Q1, 2021. "The Cambridge MC team have been instrumental in delivering a successful sales outcome for the Post Office Telecoms Business Unit” Meredith Sharples, Director, Post Office Telecoms

By using our expertise to analyse their past environmental commitments in order to project future forecasts Telehouse is a provider of industry-leading data centre colocation services, with global connectivity and reach. Owned by KDDI, a Japanese Fortune 500 company and one of the top 10 global telecom companies. Telehouse is acutely aware of the importance of having a robust and consistent renewable sourcing strategy and a clear plan of how it will be achieved as their business grows. Cambridge MC and its sister environmental consultancy, edenseven, were commissioned by Telehouse to help build their long-term renewable sourcing strategy and delivery structure for their UK business. The aim was to enable greater cost certainty, reduced risk and access to renewable projects that meet Telehouse’s specific requirements. The Request Telehouse had four main requests: 1) Outline the current contracting market and the different types of structures available to Telehouse when sourcing long-term renewable contracts 2) To clearly define Telehouse's long-term renewable resourcing strategy, including an outline of the type of technology, terms of contract, pricing boundaries, and operational structures to put in place 3) To create a delivery plan against key timelines and the relevant stages and resources in the process 4) Provide a sourcing model which will satisfy Telehouse's long-term renewable energy requirements Skills & Knowledge Our consultants provided a detailed review of Telehouse's existing and future contracts, environmental commitments, and energy usage forecasts We proposed a workshop with key stakeholders to outline the background and options relating to long-term renewable sourcing and explain the main drivers and risk appetite relating to long-term sourcing Our team produced a thorough report clearly highlighting the preferred sourcing strategy and contracting requirements for Telehouse's UK business, while also ensuring it is aligned to the wider group's targets and strategy Outcomes & Results 1. The successful development of a long-term renewable strategy with recommendations to maximise the benefits on offer through direct sourcing of renewable generation via Power Purchase Agreements (PPAs). 2. Minimising Telehouse's long-term market price risk exposure by securing fixed renewable energy. 3. Meeting Telehouse's customer supply chain requirements to access long-term verifiable renewable power.

What is the Contract Lifecycle Management and Why does it Matter? The future success of your business depends on realising the value that’s captured in its contracts. From vendor agreements to employee documents, everywhere you look are commitments that need to be met for your business to succeed. The type of contract and the nature of goods or services it covers will determine what sort of management activities might be needed at each stage. How your company is organised will also determine which departments or individuals are responsible for what activities at each stage. Contract Lifecycle Management, from a buyer's perspective, is the process of defining and designing the actual activities needed in each stage for any specific contract, allocating ownership of the activities to individuals or groups, and monitoring the performance of those activities as the contract progresses through its lifecycle. The ultimate aim is to minimise surprises, ensure the contracted goods or services are delivered by the vendor in accordance with the contract, and realise the expected business benefits and value for money. The Problem of Redundant Spend in Contracts Despite the built-in imbalance of information favoring suppliers, companies still choose to oversee these vendors internally. However, many adopt a reactive, unstructured approach to supplier management and struggle to bridge the gap between contractual expectations and actual performance. Currently, where governance exists, it is often understaffed, with weak, missing, or poorly enforced processes. The focus is primarily on manual data collection, validation, and basic retrospective reporting of supplier performance, rather than on proactively managing risk, relationships, and overall performance. The amount of redundant spend in contracts can vary widely depending on the industry, the complexity of the contracts, and how rigorously they are managed. For further information on this, Cambridge MC’s case studies provide insights into typical ranges and common sources of redundant spend. As a general estimate, industry analysts often state that redundant spend can account for as much as 20% of total contract value. In some cases, especially in poorly managed contracts, this can be much higher. What is AI-driven Contract Management? Artificial Intelligence (AI) is redefining contract management, transforming a historically time-consuming and manual process into a streamlined, efficient, and intelligent operation. Traditionally, managing contracts required legal teams to navigate through extensive paperwork, drafting, reviewing, and monitoring agreements — a process prone to inefficiencies and human error. With the emergence of artificial intelligence, particularly generative AI and natural language processing (NLP), this area of operations is undergoing a paradigm shift. This step change is not without concerns however, as there are the inevitable risks of AI hallucinations, training data biases and the threat to jobs. AI-driven contract management solutions not only automate repetitive tasks but also uncover valuable insights locked up in contract data, improving compliance and reducing the risks that are often lost in reams paperwork and contract clauses. Put simply, AI can automate, analyse, and optimise every aspect of your contract lifecycle. From drafting and negotiation to approval, storage, and tracking, AI-powered platforms enhance precision and speed across these processes; in some cases reducing work that might take several days to minutes or hours. By discerning patterns and identifying key terms, conditions, and concepts within agreements, AI enables businesses to parse complex contracts with ease and efficiency. In theory, this empowers your legal and contract teams (rather than reducing them), allowing personnel to focus on high-level tasks such as strategy rather than minutiae. However, it is important to recognise that none of the solutions available in the marketplace today offer companies an integrated supplier management solution, combining a comprehensive software platform, capable of advanced analytics, with a managed service. Cambridge Management Consulting is one of only a few consultancies that offers fully integrated Contract Management as a Service (CMaaS). Benefits of Integrating AI into your Contract Lifecycle Management Cambridge MC’s Contract Management as a Service (CMaaS) 360-degree Visibility: Enable your business to gain 360-degree visibility into contracts and streamline the change management process. Real-time Data: Gain real-time performance data and granularly compare it against contractually obligated outcomes. More Control: Take control of your contracts and associated relationships with an integrated, centralised platform. Advanced meta data searches provide specific information on external risk elements, and qualitative and quantitative insights into performance. Reduces Costs: By automating manual processes, businesses can significantly reduce administrative costs associated with contract management. AI-based solutions eliminate inefficiencies in the contract lifecycle while minimising reliance on external legal counsel for routine tasks. Supplier Collaboration: Proactively drive supplier collaboration and take a data-driven approach towards managing relationships and governance process health. Enhanced Compliance: AI tools ensure that contracts adhere to internal policies and external regulations by flagging non-compliant clauses during the drafting or review stage. This proactive approach reduces the risk of costly disputes or penalties. Reduces Human Errors: In traditional contract management processes, human errors can lead to missed deadlines and hidden risks. AI-powered systems use natural language processing to identify inconsistencies or inaccuracies in contracts before they escalate into larger issues. Automates Repetitive Tasks: AI-powered tools automate time-consuming tasks such as drafting contracts, reviewing documents for errors, and extracting key terms. This frees up legal teams to focus on higher-value activities like strategic negotiations and risk assessment. We can accurately model and connect commercial information across end-to-end processes and execution systems. AI capabilities then derive and apply automated commercial intelligence (from thousands of commercial experts using those systems) to error-proof complex tasks such as searching for hidden contract risks, determining SLA calculations and performing invoice matching/approvals directly against best-in-class criteria. Contract management teams using AI tools reported an annual savings rate that is 37% higher than peers. Spending and tracking rebates, delivery terms and volume discounts can ensure that all of the savings negotiated in a sourcing cycle are based on our experience of managing complex contracts for a wide variety of customers. Our Contract Management as a Service, underpinned by AI software tooling, has already delivered tangible benefits and proven success. 8 Steps to Transition Your Organisation to AI Contract Management Implementing AI-driven contract management requires a thoughtful and structured approach to ensure seamless integration and long-term success. By following these key steps your organisation can avoid delays and costly setbacks. Step 1 Digitise Contracts and Centralise in the Cloud: Begin by converting all existing contracts into a digital format and storing them in a secure, centralised, cloud-based repository. This ensures contracts are accessible, organised, and easier to manage. A cloud-based system also facilitates real-time collaboration and allows AI to extract data from various file formats, such as PDFs and OCR-scanned images, with ease. Search for and retrieve contracts using a variety of advanced search features such as full text search, Boolean, regex, fuzzy, and more. Monitor upcoming renewal and expiration events with configurable alerts, notifications, and calendar entries. Streamline contract change management with robust version control and automatically refresh updated metadata and affected obligations. Step 2 Choose the Right AI-Powered Contract Management Software: Selecting the right software is a critical step in setting up your management system. Evaluate platforms based on their ability to meet your organisation’s unique contracting needs. Consider key factors such as data privacy and security, integration with existing systems, ease of implementation, and the accuracy of AI-generated outputs. A well-chosen platform will streamline workflows while ensuring compliance and scalability. Step 3 Understand How AI Analyses Contracts: To make the most of AI, it’s essential to understand how it processes contract data. AI systems use Natural Language Processing (NLP) to interpret and extract meaning from human-readable contract terms, while Machine Learning (ML) enables the system to continuously improve its accuracy through experience. These combined technologies allow AI to identify key clauses, conditions, and obligations, as well as extract critical data like dates, parties, and legal provisions. Training your team on these capabilities will help them to understand the system and diagnose inconsistencies. Step 4 Maintain Oversight and Validate AI Outputs: While AI can automate repetitive tasks and significantly reduce manual effort, human oversight is indispensable. Implement a thorough process for spot-checking AI-generated outputs to ensure accuracy, compliance, and alignment with organisational standards. Legal teams should review contracts processed by AI to verify the integrity of agreements and minimise risks. This collaborative approach between AI and human contract management expertise ensures confidence in the system. Step 5 Refine the Data Pool for Better Results: The quality of AI’s analysis depends heavily on the data it is trained on. Regularly refine and update your data pool by incorporating industry-relevant contract examples and removing errors or inconsistencies. A well-maintained data set enhances the precision of AI outputs, enabling the system to adapt to evolving business needs and legal standards. Step 6 Establish Frameworks for Ongoing AI Management: To ensure long-term success, set clear objectives and measurable goals for your AI contract management system. Define key performance indicators (KPIs) to track progress and prioritise features that align with your organisation’s specific requirements. Establish workflows and governance frameworks to guide the use of AI tools, ensuring consistency and accountability in contract management processes. Step 7 Train and Empower Your Teams: Equip your teams with the skills and knowledge they need to use AI tools effectively. Conduct hands-on training sessions to familiarise users with the platform’s features and functionalities. Create a feedback loop to gather insights from your team, allowing for continuous improvement of the system. Avoid change resistance by using change management methodologies, as this will foster trust in the technology and drive successful adoption. Step 8 Ensure Ethical and Secure Use of AI: Tools Promote transparency and integrity in the use of AI-driven contract management. Legal teams should have the ability to filter sensitive information, secure data within private cloud environments, and trace data back to its source when needed. By prioritising data security and ethical AI practices, organisations can build trust and mitigate potential risks. With the right tools, training, and oversight, AI can become a powerful ally in achieving operational excellence as well as reducing costs and risk. Overcoming the Technical & Human Challenges While the benefits are compelling, implementing AI in contract management comes with some unique challenges which need to be managed by your leadership and contract teams: Data Security Concerns: Uploading sensitive contracts to cloud-based platforms risks data breaches and phishing attacks. Integration Complexities: Incorporating AI tools into existing systems requires careful planning to avoid disruptions and downtime. Change Fatigue & Resistance: Training employees to use new technologies can be time-intensive and costly. There is a natural resistance to change, the dynamics of which are often overlooked and ignored, even though these risks are often a major cause of project failure. Reliance on Generic Models: Off-the-shelf AI models may not fully align with your needs without detailed customisation. To address these challenges, businesses should partner with experienced providers who specialise in delivering tailored AI-driven solutions for contract lifecycle management. Case Study 1: The CRM That Nobody Used A mid-sized company invests £50,000 in a cutting-edge Customer Relationship Management (CRM) system, hoping to streamline customer interactions, automate follow-ups, and boost sales performance. The leadership expects this software to increase efficiency and revenue. However, after six months: Sales teams continue using spreadsheets because they find the CRM complicated. Managers struggle to generate reports because the system wasn’t set up properly. Customer data is inconsistent, leading to missed opportunities. The Result: The software becomes an expensive shelf-ware — a wasted investment that adds no value because the employees never fully adopted it. Case Study 2: Using Contract Management Experts to Set Up, Customise and Provide Training If the previous company had invested in professional services alongside the software, the outcome would have been very different. A team of CMaaS experts would: Train employees to ensure adoption and confidence in using the system. Customise the software to fit business needs, eliminating frustrations. Provide ongoing support, so issues don’t lead to abandonment. Generate workflows and governance for upward communication and visibility of adherence. The Result: A fully customised CRM that significantly improves the Contract Management lifecycle, leading to: more efficient workflows, more time for the contract team to spend on higher value work, automated tasks and event notifications, and real-time analytics. With full utilisation and efficiency, the software delivers real ROI, making it a strategic investment instead of a sunk cost. Summary AI is reshaping the way organisations approach contract lifecycle management by automating processes, enhancing compliance, reducing risks, and improving visibility into contractual obligations. From data extraction to risk analysis, AI-powered tools are empowering legal teams with actionable insights while driving operational efficiency. However, successful implementation requires overcoming challenges such as data security concerns and integration complexities. By choosing the right solutions, tailored to their needs — and partnering with experts like Cambridge Management Consulting — businesses can overcome the challenges and unlock the full potential of AI-based contract management. A Summary of Key Benefits Manage the entire lifecycle of supplier management on a single integrated platform Stop value leakage: as much as 20% of Annual Contract Value (ACV) Reduce on-going governance and application support and maintenance expenses by up to 60% Deliver a higher level of service to your end-user community. Speed without compromise: accomplish more in less time with automation capabilities Smarter contracts allow you to leverage analytics while you negotiate Manage and reduce risk at every step of the contract lifecycle Up to 90% reduction in creating first drafts Reduction in CLM costs and extraction costs How we Can Help Cambridge Management Consulting stands at the forefront of delivering innovative AI-powered solutions for contract lifecycle management. With specialised teams in both AI and Contract Management, we are well-placed to design and manage your transition with minimal disruption to operations. We have already worked with many public and private organisations, during due diligence, deal negotiation, TSAs, and exit phases; rescuing millions in contract management issues. Use the contact form below to send your queries to Darren Sheppard , Senior Partner for Contract Management. Go to our Contract Management Service Page

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