Gap in SME/SaaS spend management: Many competitors focus on large enterprise licensing like SAP/Oracle. But smaller companies (and even departments of large ones) often waste significant money on excess SaaS subscriptions and cloud over-provisioning . While emerging players like Vendr target this, theres still an advice gap companies sign up to dozens of SaaS tools with overlapping features (slack vs Teams, multiple analytics tools, etc.). An opportunity for RTC is to include application rationalization in its cost services for mid-size firms: identifying redundant or underutilized SaaS applications and consolidating them. Many IT cost projects skip this as they focus on big iron deals, but the proliferation of SaaS is an unmet need. Differentiator: Beyond big vendors we also clean up the long tail of SaaS spend that quietly drains budgets. Opportunity: Tell the Finance Story (ROI focus). A gap in competitor approach often is failing to speak the language of CFOs beyond the IT jargon. RTC can differentiate by heavily emphasizing measurable ROI and financial transparency . For instance, providing a Savings Guarantee or a detailed business case upfront. Competitors might promise savings but not guarantee them. If RTC, after an initial assessment, commits to we will save you at least $X or we refund a portion of fees, thats bold but could be a unique selling point. Also, RTC can design its deliverables like a CFO- friendly report showing impact on EBITDA, etc., which not all IT-focused competitors do. Essentially, bridging the IT-Finance gap not just in execution but in communication is a differentiation. Differentiator: ROI-first approach We operate like investment advisors for your IT spend expect at least 5x return on our fees, clearly tracked and reported in financial terms. Strategic Gap: Partnership Ecosystem. Many smaller competitors operate in a silo. RTC could stand out by building alliances for example, partner with a cybersecurity firm to simultaneously address cost and risk (some cost optimizations also reduce risk by cutting unneeded systems). Or partner with a cloud FinOps software vendor as an implementation arm. If RTC becomes known as an integrator of various levers (cost + performance + risk), thats a broader value proposition. White space here: no one competitor addresses cost in context of value and performance management. Perhaps RTC can pitch Value Optimization not just cutting costs, but ensuring remaining spend yields maximum performance (like negotiating better vendor SLAs or value-adds). This comes from the insight that sometimes cheapest is not best an area often neglected by pure cost cutters. Differentiator: Value assurance we cut the waste but also enhance what you get for what you pay. Market Segment Gap: Private Equity Portfolios. Many PE firms do not yet systematically optimize IT across their portfolio, or they rely on occasional consultants. Given RTCs mention of GPO for PE, clearly they see this gap. PE-owned companies often have aggressive cost-out targets post- acquisition RTC can package a solution (like a 90-day post-acquisition IT cost reduction blitz applicable to each new portfolio company). While some big consultancies have PE programs, a nimble specialist focusing on IT cost synergy across a portfolio is somewhat niche. Differentiator: Private Equity IT Value Creation a tailored offering to rapidly rationalize IT spend across portfolio companies, leveraging scale where possible (group deals) and implementing quick wins. This taps into unmet need as PE ops teams are often lean and welcome specialized external help that knows the drill of quick results. In identifying these gaps, the overarching differentiation themes for RTC could be: - Comprehensiveness + Focus: (we cover all IT spend, but we only focus on cost optimization whereas others either cover everything in IT but not deeply on cost, or focus on cost but only one slice). - Alignment & Risk-Sharing: (most aligned fee structures in the market). - Bridging Silos (IT/Finance & multiple domains): (others 29