Empowering CIOs

CIO Aligned Benefits of EPF

What does EPF give to CIOs ?

Cost Transparency

A regional healthcare network’s CIO struggled to justify escalating IT expenditures amid flatlining patient engagement metrics.

EPF's Review phase delivered a precise technology cost baseline across infrastructure, applications, and services using TBM taxonomy.

The Assess stage traced spending to business capabilities, revealing 27% of costs lacked attributable value. Through EPF’s structured financial dashboards and showback models, the CIO gained credibility with finance and operations leaders.

This transparency enabled reforecasting of the IT budget and fast-tracked funding approvals. EPF’s data clarity turned opaque costs into powerful tools for strategic negotiation.

At a global logistics firm, the CIO faced diminishing influence, perceived merely as a “tech operator.”

By leveraging EPF, the CIO reframed IT’s contribution using business-outcome language developed during the Review and Assess phases. EPF mapped all major tech initiatives to core revenue streams and strategic goals using Value Stream Mapping and capability models.

During Engage, the CIO co-presented with business unit heads at the board—showcasing joint accountability for outcomes. This shifted perception: IT became a business enabler, not a cost centre.

The CIO now sits on the executive steering committee for enterprise growth.

Strategic Partnership

Technology Debt Reduction

A financial services CIO knew their innovation efforts were hampered by legacy systems but lacked a quantified case for change.

EPF’s Review phase captured a full inventory of ageing apps and infrastructure, mapped against risk, compliance exposure, and business value.

In the Assess phase, the framework quantified tech debt’s annual cost and strategic drag, enabling targeted retirement and refactoring plans.

This led to a 15% reduction in legacy spend within 12 months. EPF’s Five Case Model guided funding proposals that were not only approved but championed by the CFO.

A university CIO was under pressure to support new digital initiatives without expanding the IT budget.

EPF’s cost allocation and rationalisation processes, executed during Assess, identified redundant systems and overlapping contracts. By consolidating services and retiring low-value assets, 18% of the operating budget was reallocated to strategic transformation projects.

The Design phase introduced automation initiatives to maintain service levels with reduced headcount.

EPF enabled the CIO to deliver more innovation, improved user experience, and faster delivery—without new capital requests.

Resource Optimisation

Board Ready Results

An aerospace company’s CIO needed greater influence to sponsor a cloud modernisation programme.

EPF delivered the strategic clarity and quantified outcomes required to build trust.

Through the Engage phase, the CIO presented a full Five Case Business Case with detailed cost/benefit tracking, co-signed by finance and strategy.

The result was a shift in the C-suite's perception of IT—from a “black box” to a high-leverage function.

The CIO was invited to co-lead the enterprise innovation agenda and secured funding for a five-year roadmap, directly influencing investment priorities at board level.