but may feel neglected theyre too small for Big4s priority and too broad in needs for a single- category boutique. This is a gap where RTC could shine by offering comprehensive IT cost reduction for midsize enterprises . For example, a company spending $20M on IT (software, cloud, telecom combined) might not find a one-stop partner to optimize all of it. RTC can package services to tackle holistic IT spend optimization for such clients, covering everything from SaaS clean-up to contract renegotiation. This breadth, combined with right-sized pricing, would fill a gap (competitors often focus either on one segment of spend or charge enterprise-level fees). Differentiator: We service the underserved middle providing Fortune 500-caliber cost optimization to companies in the $100M$2B range that lack internal FinOps teams. White Space #2: Performance-Based, Collaborative Approach. While some boutiques do contingency fees, many larger competitors still use conventional fee models. Theres an opportunity for RTC to market a more aligned engagement model , e.g. a shared-savings partnership where RTC works almost as an extension of the clients team, with low upfront cost and fees tied to realized savings. Clients appreciate when the consultants incentives align with theirs (reducing buyer power concerns and building trust). If RTC can institutionalize a semi-contingent model (perhaps a small base fee plus a success fee), it undercuts large rivals who wont be as flexible. This also addresses clients objection of consulting risk (what if we pay and get no savings?). Differentiator: Skin in the game unlike traditional firms, we win only when you win, ensuring our recommendations are practical and results-driven. White Space #3: Integration of Technical FinOps with Contract FinOps. Many competitors focus either on technical usage optimization (like rightsizing cloud resources) or on commercial optimization (like contract negotiation). Few seamlessly integrate both into one service offering. For instance, a cloud cost tool might reduce waste in usage, but wont renegotiate your Enterprise Discount Program with Azure; a contract negotiator might secure discounts, but wont tune your actual consumption patterns. RTC can differentiate by bridging technical and commercial optimization delivering both the engineering-centric recommendations (decommission unused servers, optimize license allocations) and the procurement-centric actions (renegotiate rates, alter contract terms). This closed loop ensures no stone is unturned. Example: After identifying 30% of provisioned cloud capacity is idle (technical fix), RTC also renegotiates the AWS agreement for higher committed discount on the remaining usage (commercial fix). Few providers excel at both domains RTCs team composition could deliberately include both IT engineers (for usage insights) and procurement/contracts experts. Differentiator: 360 Optimization we not only tell you what resources to cut, but also reset your vendor contracts for long-term savings. One team, both levers. White Space #4: Unmet Need in Vendor-Agnostic Cloud & Software Convergence . As companies adopt hybrid IT (on-prem software + SaaS + multiple clouds), theres a need for unified cost strategy . Many in-house teams and vendors address one area at a time. RTC can present itself as one of the few truly vendor-agnostic advisors not aligned to push Azure vs AWS vs SaaS, just aligned to the customers best economics. For example, maybe a client could shift part of a workload from a costly SaaS product to a cheaper IaaS solution; or they have overlapping functionality across SaaS tools. That kind of cross-vendor, cross-model optimization is a gap because most competitors are siloed (the AWS partner will never tell you to move to a cheaper SaaS, etc.). Differentiator: unbiased guidance across all platforms Were not here to sell any product, only to find the optimal combination of options for you. 28