We Are The Value Architects
Value Wheelhouse was born from a shared vision that began 15 years ago. Our team was asked to assess a business case for a client CIO who needed to report the business value realized from an outsourcing contract active for over a year.
What we found was eye-opening: the business case hadn’t been reviewed since the contract was signed. Poor assumptions, missed transition timelines, scope changes, and other missteps had eroded 60% of the expected savings. This led us to ask a pivotal question: Why do companies invest so much in strategic change programs but fail to track and measure the value?
This question became our collective mission.
Time and again, we saw the same pattern across organizations—a lack of focus on value realization. Together, we pioneered the first Value Management Offering, launching it at KPMG as part of a broader Transformation Management Office. We then took this expertise to TCS, integrating a value-led approach into sales strategies and creating an end-to-end value realization framework.
We are proud to say that we originated the concept of value realization and have become the most sought-after team in the market.
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From our vantage point, we see that many organizations still need help realizing value but can't pay the high fees of top-tier consulting firms. That’s why we founded Value Wheelhouse—a team dedicated to delivering practical, affordable, and effective value realization solutions. Our unique approach has set industry standards and continues to drive success for our clients.
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At Value Wheelhouse, we are passionate about helping organizations unlock the full potential of their investments. Our team is committed to tracking progress and achieving measurable success without breaking the bank. Our mission is simple: to make value realization accessible to companies of all sizes.
Want Proof? We Have Proof.
$7B Document Management Company
The Problem
Company’s opex was trending higher than peers, and the CFO requested an assessment of the organization’s labor cost and size with a focus on the finance function
The Solution
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Worked closely with the client to gather data, assess the current operating model and benchmark cost, size and performance KPIs
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The Results
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Identified $200-400M profitability improvement
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Identified $100-175M working capital release
Identify Value
$20B Financial
Services Firm
The Problem
New CIO issued RFP for an assessment of the IT organization size, cost, 3rd party spend, and provider contracts and rates
The Solution
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Conducted 12-week assessment including, benchmarking cost and size, reviewing top 20% of contracts, and assessing process maturity
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The Results
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$100M reduction in opex
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More favorable contract terms & rates
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Unlocked capital for innovation
Quantify Value
$20B Retail Chain
The Problem
Company was facing high opex compared to peers, declining profitability, and the possibility of acquisition
The Solution
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Ran the VMO for a two-year transformation program to reduce operating expenses and improve profitability across all geographies and corporate functions
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The Results
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$220M reduction in opex with measurable and transparent change control
Manage Value