navigating RFPs, compliance, etc. Possibly a market later, but for now RTC might focus on private sector where sales cycles are smoother. By Ownership Structure (Firmographics): Private Equity-owned companies: As identified, these are a hot segment because PE owners mandate cost reductions after acquisition to boost EBITDA. They often bring in experts to quickly find savings. If RTC can network with PE operating partners, one relationship could lead to multiple engagements (one per portfolio company). Public vs Private: Public companies have shareholder pressure on margins and often annual cost reduction targets a trigger for needing help. Private (especially family-owned or founder-run) might be less formal but often very cost-conscious and might welcome improvement, though need education on the concept if they havent engaged such services before. By B2B vs B2C nature: Doesnt directly change IT cost pattern except B2C often have large customer-facing tech (e.g. big e-commerce platform for retail). But B2B or B2C likely doesn't alter segmentation too much for our purposes, beyond industry differences already covered. Psychographic Segmentation (Decision-maker mindset): The Value Seeker (CFO persona): highly focused on ROI, wants clear financial justification. Possibly skeptical of consultants unless they have proof of success. Risk-averse regarding spending money to save money; thus attracted to risk-sharing fee structures. Motivated by achieving targets (cost ratios, EPS improvements). The Modernizing CIO (CIO persona): eager to invest in new tech but under pressure to show efficiency. Believes in optimizing to fund innovation. Open to external expertise if it augments their team. Values partnership and knowledge transfer doesnt want just recommendations, but also the know-how to carry forward. Likely to champion a cost project if it means avoiding headcount cuts in IT. The Procurement Hawk (Procurement Director persona): prides themselves on negotiating good deals but knows they lack specialized benchmarks. Possibly wary of outsiders infringing on their role but will engage if they see collaborative approach. They value detailed analysis and a no- stones-unturned approach, as it aligns with their mission. The Operations/Supply Chain Optimizer (COO persona if relevant): sees IT costs as part of overall operational efficiency. Interested in how cost optimization can improve operations (e.g. consolidating systems not only saves money but simplifies processes). This persona would respond to holistic messaging (not just cost, but streamlined operations, reduced vendor complexity). Technographics: The state of a companys IT environment affects how to segment: Cloud-mature vs Cloud-nascent: Cloud-mature organizations (have significant cloud footprint and maybe a FinOps practice started) might segment differently from those mostly on-prem. Cloud- mature will have FinOps tools or at least cost data and are aware of cloud waste issues they might seek more advanced optimization (like optimizing containerization costs, etc.). Cloud-nascent (just 32