We advise operations and finance leaders on whether their major services contracts still deliver the commercial deal they signed — and what to do when they don't. We do one thing, and we do it for the arrangements that matter most: the ones your output and your numbers depend on.
We work with the COO or GM of an operation that runs on one or more large outsourced providers — across mining, utilities, rail, energy and infrastructure. The multi-year contracts they depend on: haulage, processing, maintenance, facilities, and similar.
A lawyer reads the contract. An engineer reads the operation. Neither reads the deal. We sit across all three:
The procurement process: how the contract was established, what was negotiated and conceded, how it's structured.
The business strategy: the original case for outsourcing, and the outcome it was meant to deliver. It's this lens that catches a deal whose reasons have faded.
The operational context: the operating-environment nuances that decide whether the arrangement succeeds or fails.
That combination is built on twenty years watching the same pattern repeat across many large outsourcing agreements — within industries and across them. It's pattern recognition no single discipline carries: drift behaves the same way whether it's a mine, a utility or a railway.
We work alongside your procurement, legal and contract teams, not instead of them.
Over roughly twenty years, our people have worked on the major services contracts that asset-heavy operations depend on — much of it standing up, resetting and following the money on outsourced operations. The work is the kind you'll recognise:
Load and haul · drill and blast · lateral development · crushing, screening and processing · materials handling · mobile plant maintenance.
Fixed plant maintenance · shutdowns and turnarounds · haulage and logistics · facilities management · water and utilities services.
Sectors we work in: mining, utilities, rail, energy and infrastructure. We anonymise client engagements by sector; we don't badge logos we can't stand behind.
Around 20 years in commercial contracts, negotiation and the buying behind large capital and operational programs across mining and resources.
Much of it standing up and resetting the commercial models on major outsourced operations.
Co-founder, around 20 years in commercial strategy and consulting.
Brings senior commercial judgement to scoping each engagement so the work is set up to deliver.
Acquire Insights does commercial advisory — and only that. Need extra procurement hands rather than commercial advice? That's our sister brand, Acquire Procurement Support. Need spend analytics? That's Spend Sphere.
Pick the arrangement you're least sure about. We'll scope a fixed-price diagnostic and tell you whether it's drifting.