Nexus Connect
Procurement. Commercial. Transformation.
We advise on the commercial position, run the sourcing, negotiate the terms and stay accountable for what gets delivered.
Why it matters
Every contract sets a cost base, a risk position and a service level for years.
Most get a few weeks of attention, usually from people who have a day job as well. This is what that sounds like on the first call.
- “A significant contract expires in five months and we have not started the re-tender.”
- “Supplier costs have gone up and nobody can tell me precisely where.”
- “We do not have a reliable list of what is under contract, with whom, or until when.”
- “We bought the system, we implemented it, and nobody is using it.”
- “The programme has slipped twice and I no longer trust the commercial position.”
- “This procurement has to stand up if it is challenged.”
- “I need someone senior on this, but not five days a week.”
- “We have grown a lot and the way we buy has not changed with us.”
What we do
Commercial decisions have a long tail. We are usually brought in because someone has worked out that the next three years are being decided now.
That might be a contract worth several million pounds coming up for renewal, a transformation programme whose commercial position has drifted, or a procurement function that has not changed shape since the organisation did.
Six disciplines, and the work runs the full length of each one. We will advise on a position, and we will take responsibility for delivering it: running the tender, negotiating the terms, holding the supplier to account and sitting in the governance meeting every fortnight until it is done.
The size of the work
One re-tender, or a commercial function rebuilt around it.
Capability is assembled against the requirement rather than the other way round, so the size of the team follows the size of the problem. Where you already have an internal team, or another delivery partner on the programme, we work alongside them.
Sectors
A hospice, a housing association and a water utility are all buying. None of them are buying the same way.
Procurement is not a portable skill applied identically everywhere. The obligations differ, the scrutiny differs, and so does what a good outcome looks like. We work with organisations throughout the UK, in person where the work needs it.
How it is delivered
Work is scoped in writing before it starts, and it happens with the people who will still be there afterwards: your governance meetings, your systems where it is sensible, your team learning the process as it is built. The seniority stays on the work for its whole length.
- Scope, cost and success criteria agreed in writing before work starts.
- One accountable owner for the commercial outcome, named from the outset.
- Specialist capability brought in by name, and told to you before it starts.
- Capability transferred to your team, so the position holds after we stop.
Who is accountable
One name on the work, from the first conversation to the last.
Engagements are led by Adam Parry MCIPS, who scopes the work, runs the negotiations that matter and carries the commercial accountability throughout. Where a requirement needs a category specialist, a technology lead or additional delivery capacity, experienced associates are brought in for that part of it.
It is a boutique operating model with substantial delivery capability behind it. The person who understood the problem in the first meeting is still there in the last one.
- Trading since
- 2012, as Nexus Connect Limited. Company number 08029067.
- Led by
- Adam Parry MCIPS, a member of the Chartered Institute of Procurement & Supply.
- Independent
- No software resale, no vendor partnerships and no commission on a recommendation.
- Working across
- The UK. Registered office in St Asaph, North Wales.
If you know something is wrong but not what to buy.
BRIEF is a separate service operated by Nexus Connect Limited. It starts from the problem rather than the service list, and works out what the requirement actually is.
Most of this work starts with someone describing a problem they have not fully diagnosed.
You do not need a brief, a budget or a business case. Tell us what is happening and you will get a straight answer about whether it is something we should be involved in, including when it is not.