From 50,000 Feet to Real Operational Cost Savings for Jo Blinderman

From 50,000 Feet to Real Operational Cost Savings for Jon Blinderman

Key Highlights:

• Built a full spend visibility model for a fast-growing electronics recycling and refurbishment company
• Addressed cost pressure driven by tariffs, growth, and fragmented supplier management
• Launched five initial optimisation projects across key indirect spend categories

‍John Blinderman worked with a manufacturing and refurbishment business that specialises in collecting used consumer electronics from corporations, charities, and individuals, then recycling and redistributing them to communities in need. While the company’s mission was strong and socially impactful, it was facing increasing commercial pressure from rapid market changes, tariff impacts, and rising operational costs.

‍The client’s core challenge wasn’t just identifying savings—it was understanding where money was actually going across a complex and fragmented supplier base. To address this, John and the team used SpendView to build a structured, organisation-wide view of expenditure across multiple vendors, business lines, and geographies. This helped shift the conversation from fragmented assumptions to a clear, data-led picture of total spend.

‍“SpendView allowed us to take their expenditure from 50,000 feet down to 20,000 feet so we could clearly see the opportunities.”

‍With that visibility in place, the team identified and launched five initial optimisation projects covering insurance, packaging, LTL freight, parcel services, and waste removal. These projects immediately created momentum, with four already active in market and delivering strong engagement from internal stakeholders. One category—insurance—was intentionally deferred due to timing within the renewal cycle, but remains part of a structured follow-up plan. Across all areas, the client gained both clarity and control over spending decisions that had previously been difficult to manage consistently.

The engagement also strengthened internal alignment, particularly through regular communication with the CFO and coordinated collaboration across project owners. As a result, the client not only gained a pipeline of savings opportunities but also a repeatable framework for managing cost in a high-growth, high-pressure environment.

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