Livingstone's Gareth Redshaw recently spoke at Fusion, Trustmarque Group's flagship customer and partner event, about why optimisation isn't about penny-pinching; it's a strategic driver for innovation. We've recapped the highlights from his talk.
CIOs today have an unenviable task. They’re asked to cut costs while simultaneously investing in AI, strengthening cybersecurity, and keeping pace with an increasingly complex vendor ecosystem. It’s like being told to build a faster car while someone quietly siphons petrol from the tank.
That tension is what defines IT leadership in 2025 and will continue into the years ahead. Budgets may be creeping up, but rising vendor costs, security risks, and pressure from the board mean the margin for error is thinner than ever. Quick fixes and knee-jerk savings won’t cut it anymore. What’s needed is optimisation, not as an exercise in penny-pinching, but as a strategic capability that frees up resources for innovation and resilience. This blog explores why and how to do that.
Why “optimisation” is no longer just about cost
Traditionally, optimisation meant trimming fat. Now, it’s about building the muscle you’ll need for the future.
- AI adoption is surging — over 80% of CIOs are investing heavily — but without optimised contracts and spend, those projects stall before they scale.
- Cybersecurity is top of mind, with most organisations increasing spend by double digits. Every pound saved elsewhere can be reinvested into protection.
- Skills shortages make internal reskilling essential. Optimisation can release the funds to invest in people, not just technology.
In other words, optimisation isn’t about saying “no” to innovation. It’s about creating the conditions that allow it to thrive.
The new vendor reality
CIOs are also facing a shifting vendor landscape. Mega-vendors are consolidating, offering hyperscale agreements that look simple on paper but often lock buyers into rigid structures with little wiggle room. Procurement teams are under pressure: sales reps are aggressive, walk-away options are limited, and vendor technology often feels too “sticky” to challenge.
This makes strong negotiation expertise more valuable than ever. The organisations that win aren’t those that shout the loudest at vendors, but those that go into discussions with data, clear metrics, and a strategy tied directly to business goals.
From optimise to innovate
Boards are no longer satisfied with vague promises of “efficiency.” They want evidence: risk reduced, compliance strengthened, measurable gains delivered, and they expect IT leaders to prove that optimisation enables growth.
The shift is subtle but crucial:
Optimisation isn’t the end goal. Innovation is.
Savings only matter if they can be reinvested into AI pilots, cloud modernisation, or cybersecurity initiatives that give the business a competitive edge.
Livingstone’s approach
At Livingstone, we help organisations turn this theory into reality. Our three-step model — assess, optimise, negotiate — delivers tangible outcomes:
- Average savings of 38%, with peaks at 44%.
- ROI from 10x to over 500x.
- Recognition from Gartner® for our independent, global-scale Software Asset Management services.
These results come from impartial expertise, ex-vendor insight, and rigorous, data-driven analysis. We don’t just cut costs. We help clients build the foundations to innovate with confidence.
Optimisation is the strategic enabler
Technology spending is only going one way: up. Risks are multiplying, vendors are tightening their grip, and boards are demanding proof that IT delivers more than “keeping the lights on.”
CIOs who treat optimisation as a checkbox exercise will struggle. Those who see it as a strategic enabler — a way to unlock innovation, resilience, and measurable business outcomes — will be the ones who thrive in.
In summary: don’t optimise for the sake of saving money. Optimise so you can innovate.
We can help
Need help optimising your IT estate to drive innovation?
Read our guide on self-funding ITAM, a process that drives cost-optimisation that in turn, frees up budget for innovation.
About the author:
Gareth Redshaw, Head of Optimisation and Negotiation Services at Livingstone
Gareth has been involved IT commercial negotiations for over 20 years and have pivoted from vendor-specific sales roles to developing and executing negotiations for some of the world’s most recognisable brands covering Global Banking, Retailors, Technology Giants, manufacturers, Energy and large public sector departments amongst others.
