contractual risk. His goal is to get best value deals while maintaining vendor relationships. He takes pride in driving hard bargains and being the internal expert on what can be negotiated. Challenges/Pain Points: Pete is stretched thin dozens of IT contracts from huge software EAs to small SaaS keep coming up for renewal. He might be an expert negotiator generally, but the specific complexities of each vendors licensing models are overwhelming. E.g., SAPs indirect usage policy changed again how do I handle that? He likely doesnt have deep benchmark data for every product, so he negotiates somewhat in the dark or relies on vendor info (which he distrusts). Pain: feeling at disadvantage against vendors specialized sales teams. Also, internal challenges: IT owners sometimes go around him (shadow IT purchases) leading to missed savings opportunities. He fights late involvement often IT comes to him last minute with a contract to sign, meaning less negotiation leverage. Pete is also wary of vendor audit threats which can force unplanned spend. He might lack tools to track license utilization, so he cant easily argue for lower quantities without ITs input. Another pain: hes often the bad guy with vendors and sometimes internal stakeholders when he delays a purchase to negotiate better. He could use backup from a third-party to validate his positions. Decision Criteria: For Pete, a service like RTC must help him achieve greater savings and insight than he can alone . Criteria: data and benchmarks (does RTC bring pricing intel Pete doesnt have?), license expertise (e.g. certified or experienced in reading the fine print of Oracle, Microsoft, etc.), augmentation not replacement (he doesnt want a consultant stepping on his toes but rather empowering him he might prefer they work behind the scenes with him so he can go to the table strong). Cost of service he has to justify it, likely by showing ROI through incremental savings. Another criterion: confidentiality and ethics procurement has to be careful about how info is shared; he will ensure RTC signs strict NDAs and doesnt have conflicts (like working for vendors; hell appreciate independence). Also speed negotiations are time-bound, so RTC needs to deliver analyses quickly in line with his negotiation schedule. Objections & Fears: Pete might initially resist external help out of pride (Negotiating is my job bringing in a consultant implies I cant do it myself). He could fear losing control of the negotiation process or credit for savings if another firm is involved (ego/recognition concerns). He may also worry an outsider could disrupt vendor relationships he carefully manages (fear that a too- aggressive stance might sour a partnership). Another fear: confidentiality hes privy to sensitive pricing and doesnt want leaks. Possibly skeptical from past experience: maybe he worked with one of the big advisory firms and felt they delivered generic advice not worth the fee. Hed object to paying a percentage of savings if he feels we could get those savings ourselves anyway so proving value-add beyond what he could do is key. Motivational Triggers: Professional pride and relief: If you position RTC as a resource to make Pete the hero (Well arm you with data and strategies so you can secure the best deal and get applause from leadership), that appeals to him. Data-driven arguments: Pete loves facts in negotiations; showing him concrete benchmark figures or specific licensing loopholes triggers his interest (he realizes, with these insights I can crush this negotiation). Risk mitigation: Emphasize how RTC can help avoid pitfalls (like costly audit penalties or contract clauses that could bite later) Pete is motivated to avoid future blame for a bad deal. Also, Pete likely gets a kick out of beating vendors at their game if RTC offers inside knowledge of vendor tactics, that triggers his competitive nature. Emotionally, Petes driver is often achievement closing a deal under budget gives him a rush and recognition. If RTC can guarantee outcomes (like we typically save 15% on Microsoft EAs), hell perk up at the concrete target. Media & Content Habits: Pete stays current through procurement and IT sourcing forums. He might read blogs like UpperEdge or LinkedIn articles on vendor negotiation. Possibly a member of SIG (Sourcing Industry Group) or similar, attending events or webinars about IT procurement. He 22. 23. 24. 25. 26. 37