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.

ERA GROUP RESULTS

Results ERA Group has 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

You will work with a small team, and the accountability sits with me. I lead the analysis, sit in the working sessions, and stay responsible for the engagement from the first conversation through to whatever is implemented.

My job is to be honest about what the evidence supports. I bring in the category specialists where their depth is needed, test what the market says against what you are actually paying, and tell you plainly when a category is priced fairly and should be left alone. You approve every change and hold every supplier relationship throughout.

Thirty-five years of operating experience sits behind that, most of it spent helping leadership teams turn complicated decisions into results they can measure.

Jodi Wiktor

Senior Associate

I work with finance and operating leaders on the part of the business that rarely gets a second look: the operating cost base. Indirect spend, supplier relationships and the commercial arrangements that build up one decision at a time are where value tends to sit, and where it is easiest to miss.

Experience has taught me that the numbers only raise the question. The answer comes from understanding how an organization actually buys. So I lead the first conversations, draw out the context the record cannot show, and separate what deserves a closer look from what is working and should be left alone. Leadership keeps control of every decision and every supplier relationship throughout.

Across every industry I have worked in, one lesson has held: the opportunities worth having usually arrive disguised as hard work.

Mike Myers

Executive Assistant

I keep the work behind every engagement organized and moving. That means scheduling the working sessions, gathering what we need from your side, and making sure the questions raised in one conversation are answered before the next one starts.

Cost work moves through a lot of small steps: information to collect, findings to check with the category specialists, decisions that need the right people in the room. I make sure none of them wait on a loose end, so leadership can stay focused on the decisions.

Good support is more than managing a calendar. It is knowing what the people I work with will need before they ask.