About — Wylie Performance Partners

ABOUT

Thirty-five years of operating experience.
One conclusion: growth is only part of the value equation.

My career has been spent helping organizations navigate complex decisions, align leadership teams and turn strategy into measurable business results. Over time, one pattern became difficult to ignore: organizations work relentlessly on growth while significant value can remain buried in the operating cost base, supplier relationships and commercial arrangements that accumulated one decision at a time.

Wylie Performance Partners was built around that gap.

Growth gets the attention. Value often hides elsewhere.

Most leadership teams can explain their growth agenda in detail. Fewer have a complete view of how indirect spend, supplier relationships and operating arrangements have evolved across the organization.

That does not mean the arrangements are wrong. Most were made by capable people solving legitimate problems. The question is whether the whole has been examined recently — across categories, contracts, business units and market conditions — with enough specialist depth to know what is worth changing and what should be left alone.

SELECTED OUTCOMES

Work delivered across three decades

$38M

annual recovery

Fortune 50 healthcare provider — real-estate portfolio optimization.

$2.8M

annual recovery

Fortune 500 manufacturer — logistics, telecom and other indirect-spend initiatives.

35%

EBITDA improvement

Private-equity portfolio company — cost optimization and operational alignment.

Evidence first. Context second.
Change only where the case survives both.

We begin by identifying where the numbers suggest a question, then use the operating context to determine whether the question is real. Categories that are high for a good reason are left alone. Categories that deserve validation are examined against contracts, invoices, market conditions and specialist benchmarks before a recommendation is made.

Leadership keeps control of every decision and every supplier relationship. The objective is not disruption. It is to recover value where the economics support it, and protect the arrangements that already make sense.

AREAS OF FOCUS

Cost intelligence and supplier optimization

Procurement strategy and contract benchmarking

Operational efficiency and spend visibility

Revenue, profit and EBITDA improvement initiatives

In partnership with ERA Group

No single advisor can maintain current, specialist depth across dozens of supplier markets. That is why the delivery model combines one accountable client relationship with category specialists who work those markets every day.

Through ERA Group we bring specialist expertise across a broad range of operational and procurement categories without requiring the client to assemble and manage a separate advisory team.

The team

A small group by design. You will know who is working on your account and why they are there.

John Wylie

Managing Member

Thirty-five years in enterprise performance, growth and operational improvement. Leads the analysis, the client relationship and overall engagement.

CONTINUE

Cost recovery

The practice most engagements start with.

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Sector analysis

Six sectors studied in depth, four more where we work.

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Start a conversation

Forty-five minutes, no fee, no commitment.

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If you are wondering where value may be held

Start with a 45-minute working session at no cost. We bring the spending patterns we can establish from the outside and compare them with organizations of similar size and type. You provide the context the record cannot show. Together we separate what is worth validating from what should be left alone.

Start a conversation See how cost recovery works