When I joined ICEF in January 2023, I quickly recognised a widespread lack of visibility and structure around the organisation’s software tools and digital subscriptions. Various departments were independently procuring and managing tools to support their workflows, but without a centralised system or oversight process in place. As a result, the organisation had accumulated a sprawling tech stack, with many tools performing overlapping functions or offering limited value for their cost.
There were several instances of duplicate subscriptions, underutilised licences, or outdated tools that were still being paid for despite no longer serving a clear purpose. Additionally, some teams had signed up for premium plans without fully exploring existing capabilities in ICEF’s existing ecosystem, leading to unnecessary upgrades and siloed platforms.
The lack of a structured auditing process or unified procurement policy meant that spending was often reactive rather than strategic, with cost creep becoming a recurring issue. This fragmented approach to digital tooling not only increased financial waste but also created operational inefficiencies, as teams struggled with inconsistent systems and poor integration.
There was a clear opportunity and an urgent need to introduce a governance framework for digital tools, establish financial discipline around software procurement, and bring accountability into ICEF’s IT budget management. I took ownership of this from day one and began building a scalable approach to streamline the tech stack, eliminate waste, and recover thousands of euros in annual software spend.
Recognising the need for tighter control over the digital ecosystem, I initiated a continuous audit and optimisation programme focused on software subscriptions, licensing, and stack consolidation. My objective was to maximise ROI, eliminate waste, and ensure every tool in the stack served a clear and valuable purpose.
Gaining visibility over all active tools across departments.
Identifying redundant, unused, or underutilised subscriptions.
Managing stakeholder expectations when proposing tool removals or changes.
Aligning subscription decisions with both functional needs and long-term scalability.
Established a centralised inventory of all software tools and digital services in use.
Conducted regular audits to assess tool usage, cost efficiency, and overlaps.
Maintained an ongoing process of monitoring and optimisation, ensuring budget accountability.
Streamlined the tech stack by aligning it with ICEF’s actual operational and strategic requirements.
Negotiated cancellations, downgrades, or consolidations where feasible.
Engaged with departments to understand dependencies and identify alternatives.
Achieved approximately €40,000–€50,000 in budget savings through optimisation efforts.
Improved clarity and control over ICEF’s tech stack.
Reduced tool sprawl and improved team efficiency by focusing on essential, high-value platforms.
Established a long-term, sustainable approach to tech budgeting and vendor management.
This ongoing initiative has reinforced the importance of proactive governance in IT environments. By combining detailed audits with strategic decision-making, I’ve helped ICEF move toward a leaner, more efficient, and financially sustainable digital infrastructure. It continues to be a high-impact area of my work, with new opportunities for savings and improvements constantly emerging.