Technology Finance & Value / Powered by EPF
IT Financial Management (ITFM) and Technology Business Management (TBM) for CFOs, CIOs and technology finance leaders who need reliable numbers — and an operating practice that actually uses them.
We combine ITFM and TBM design with FinOps, portfolio decisions, platform implementation, adoption, and results verification to deliver executive advisory services that help organisations decide what to change, what it will cost, and how to deliver it.
Cost-to-decision chain
TBM + ITFM
01 / What you buy
We establish a Finance-reconciled view of technology expenditure, connect it to services and consumers, embed budgeting and forecasting, implement or repair the supporting platform, and help owners act on the results.
Each engagement identifies the decisions, delivery responsibilities, acceptance evidence and enduring cost of running the practice.
Platform-neutral client representation, with technical delivery performed by named, qualified resources. You retain accounting policy, budgets, investment decisions, charging authority and risk acceptance.
02 / Eight services
Each service can be commissioned separately. Start with a bounded assessment, or enter where your practice needs help most.
ITFM Value & Readiness Assessment
Establish the ITFM baseline, readiness and investment case.
Evidence inventory, financial reconciliation findings, capability map, costed options, scoped roadmap and executive decision brief.
Accepted when: Findings trace to sources and Finance confirms the baseline or its bounded limitations.
Financial Control & Operating Design
Agree the financial policies, service model and operating responsibilities.
Ledger mapping, taxonomy, allocation schedules, service and consumer definitions, role and capacity model, test pack and platform design.
Accepted when: Finance and service owners approve their policies; allocation sensitivities are understood.
Platform Delivery & Adoption
Build, integrate, test and adopt the selected platform.
Tested feeds and configuration, reconciliation bridges, access controls, pilot, trained operators and cutover plan.
Accepted when: Release follows client acceptance of the scoped financial and operational evidence.
Existing Practice & Platform Recovery
Repair an existing model, financial cycle or stalled implementation.
Root-cause register, prioritised remediation, controlled repairs, performance tests and a re-accepted financial cycle.
Accepted when: Diagnosis comes first. Repairs are estimated only after access and investigation.
Cost, Demand, Cloud & Investment
Execute approved cost, demand, cloud and portfolio interventions.
Evidence-backed opportunities, gross-to-net business cases, authorised execution and Finance-reviewed result records.
Accepted when: Forecast benefits remain forecasts until verified.
TBM / ITFM Managed Operations
Run a defined recurring TBM / ITFM service.
Versioned cycle pack, exception and dispute register, approved publication, control reporting and improvement backlog.
Accepted when: Tasks, volumes, frequency, cover and exclusions are stated in the contract.
Technology Finance Academy
Build task competence through role-based learning and supported practice.
Learning paths, worked exercises on your own model, observed task assessments, administrator guides and handover evidence.
Accepted when: Competence is observed in the work, not inferred from attendance.
Benchmark & Service Economics Review
Produce decision-specific benchmarks with licensed or client-owned data.
Comparator provenance, normalisation and accounting adjustments, coverage limits, options and sensitivity.
Accepted when: A benchmark gap is an investigation trigger, not a savings commitment.
03 / The financial scope
TBM provides a common cost and service structure. ITFM establishes the financial work and decisions that structure must support. We apply these areas to your agreed scope — never forcing every area into the first release.
Finance-approved period and currency basis; ledger bridge; accruals, depreciation, capitalisation and exclusions.
Owned annual and rolling plans; baseline and revised versions; price, volume, mix and timing variance.
Invoice, PO, renewal and commitment view that separates accounting cost, future obligation and cash timing.
Employee and contractor cost, allocation, vacancies and available capacity, reconciled across sources.
Resource-to-service-to-consumer mapping; direct, shared and unallocated views; explainable unit costs.
Controllable demand, fixed, variable and step costs, and the conditions for actually releasing expenditure.
Cost versus recovery bridge; subsidies, over/under-recovery and disputes, with settlements separately authorised.
Whole-life cost, capital and run treatment, investment options, run-cost landing and portfolio affordability.
Engineering-owned actions; tagging and allocation quality; usage and rate optimisation; commitment risk.
Feed completeness, reconciliation, provisional and final release, corrections and immutable version history.
Baseline, intervention mechanism, execution cost, attribution, Finance verification and persistence.
Client access, documentation, evidence retention, export, rule inventory and support obligations.
TBM Taxonomy 5.0.1 is the EPF reference baseline. The client-approved version and mappings are confirmed in every engagement, and Finance owns accounting policy and statutory interpretation.
04 / Financial distinctions
Technology cost reporting often looks precise while blending numbers that mean different things. These rules hold across every view we produce.
Commitments are not added to actuals as if both were incurred cost.
Capital cash outlay and depreciation are not treated as the same-period expense.
A lower allocated charge may move cost to another consumer without reducing enterprise spend.
A lower rate does not establish lower total cost when volume or service changes.
Cash release, cost avoidance, capacity, revenue and transfers are kept separate — always.
05 / Delivery path
We use your existing governance and combine reviews where authority permits. Preparation can run in parallel; dependent releases cannot skip unresolved critical evidence.
Establish
Stage 1
CFO and CIO sponsors agree outcomes, boundaries, authority and first use cases.
Stage 2
Assess financial, data, service, supplier and capacity conditions; agree blockers.
Stage 3
Finance accepts the reconciliation basis, periods, exclusions and confidence limits.
Design
Stage 4
Accept enduring functions, capacity, governance, support funding and escalation.
Stage 5
Approve service boundaries, taxonomy, allocation and charging treatment.
Stage 6
Agree budget and forecast workflows, investment-to-run costs and demand scenarios.
Deliver
Stage 7
Confirm work packages, technical resources, provider obligations and acceptance criteria.
Stage 8
Build and test feeds, mappings, rules, reporting, security and migrations.
Stage 9
Run normal and exception cases, reconcile and obtain scoped client acceptance.
Sustain
Stage 10
Observe real work and decisions across agreed cycles — not logins or attendance.
Stage 11
Execute approved interventions; Finance and benefit owners verify net results.
Stage 12
Accept ownership, funded support, export and documentation before reducing cover.
A recommendation does not grant approval. Mandatory controls cannot be waived by a positive business case or a target launch date.
06 / Who delivers and who decides
A focused Evangelize client-side core leads coordination and delivery. Named specialists are contracted for the work they perform. Your organisation keeps the decisions that belong to it.
Evangelize delivers
Your organisation decides
No implementation launches while a critical delivery function remains unassigned.
07 / Acceptance
Requirement, population, tolerance, evidence source, reviewer and approving authority are agreed before testing. Your Finance team sets financial materiality and tolerances.
Technical acceptance
does not accept the financial model.
Model acceptance
does not authorise charging.
Operational acceptance
does not verify savings.
A completion certificate
does not establish sustained adoption.
EPF supports the evidence. It does not create authority.
EPF structures decision framing, requirement-to-evidence traceability, options, economic distinctions, dependencies, gate checks and change records. Financial truth stays in your agreed Finance source and selected platform — linked, never duplicated into a second cost ledger.
08 / Commercial approach
Every service has a pricing basis matched to its uncertainty. Charges, inclusions and invoice triggers are stated in the statement of work.
| Service | Pricing basis |
|---|---|
| Assess | Fixed fee for a bounded population after intake. |
| Design | Fixed deliverables, or capped discovery followed by agreed design milestones. |
| Implement | Milestone fees for defined builds; uncertain integration capped with a stop point. |
| Recover | Paid diagnostic first; repairs estimated only after investigation. |
| Optimise | Fixed or capped work packages; optional fee only against an agreed, verified result. |
| Operate | Recurring base capacity plus explicit volume and service bands. |
| Enable | Per cohort or commissioned programme, with exercises and observation included. |
| Compare | Fixed scoped review plus disclosed data and licence charges. |
A lower allocation or transferred charge is never rewarded as an enterprise saving.
09 / Start the conversation
Bring the technology finance decision your organisation cannot yet defend. We will help you scope the first release. EPF supports delivery through four propositions: Core for assessment and prioritisation; Cost IQ for cost visibility and accountability; Fusion for problems spanning several business functions; and Halo for regulatory obligations and governance. Engagements produce a decision case, costed options, accountable delivery plan and basis for measuring results.