Introduction The National Counterintelligence & Security Center (NCSC) suggests that universities are particularly vulnerable to cyber crime because they are key contributors to the economy, skills development, and innovation. Cambridge MC was approached to conduct a comprehensive cyber capability maturity assessment for a major UK academic institution, leveraging a team of experts with technical understanding and frontline experience in cyber defence. This team carried out a thorough evaluation through a series of tests, interviews, and artefact examinations. Unlike conventional assessments, our strategy focused on actionable insights which were tailored to the unique operational context of the institution. The assessment was structured around recognised capability categories, informed by the team’s extensive experience defending against cyber attacks. The methodology was particularly effective for its sensitivity to the institution’s risk appetite—balancing cost, risk, and investment to propose solutions that were unique to their situation. Project Overview The primary challenge was the institution’s realisation that its existing cyber hygiene practices and IT discipline might not be sufficiently robust to withstand increasingly advanced tactics employed by cybercriminals and their growing interest in the education sector. The institution sought out Cambridge MC to identify these vulnerabilities, assess the overall maturity of its cybersecurity practices, and recommend strategic improvements. This meant not only highlighting technical deficiencies, but also providing a holistic evaluation of the institution’s security posture, considering the practical realities of defending against threats. This included an assessment of the institution’s risk readiness, infrastructure resilience and staff preparedness. Cambridge MC’s goal was to ensure that the recommendations produced as a result of this assessment were not only technically sound but contextually appropriate and aligned with the institution’s strategic objectives and resources constraints. This personalised approach was crucial in designing a cyber security strategy that was both achievable and sustainable. Strategy What we did Our approach involved a thorough assessment of the institution’s cyber infrastructure, including tests, interviews, and the examination of artefacts to gain a holistic understanding of their cyber maturity. To do this, we engaged experts with significant technical depth and extensive experience in cyber defence and leadership roles; a blend which was crucial in conducting a maturity assessment that focused on pragmatic gap closures. Why we did it this way Our methodology was designed to move beyond mere technical details and address the practical aspects of cyber security. By organising our work into recognised capability categories, we targeted areas that, if weak, would likely lead to vulnerability and a high risk of attack. This approach allowed us to pinpoint critical gaps in the institution’s cyber security practices and propose target improvements. Concepts and methodologies applied We applied a risk-based approach, sensitive to the institution’s risk appetite, to make practical trade-offs between cost, risk, and investment. This ensured that our recommendations were contextually appropriate and aligned with the institution’s strategic objectives. Our assessment framework was grounded in industry-best practices and standards, tailored to the unique needs and challenges of the academic sector. Obstacles encountered and overcoming them One of the main obstacles we encountered was resistance to change, a common challenge for institutions with established routines and cultures. To overcome this, we emphasised the importance of cyber hygiene and IT discipline through clear, evidence-based findings and recommendations. We conducted workshops and discussions to engage stakeholders at all levels, highlighting the tangible benefits of enhancing their cyber security posture and demonstrating how our recommendations could be implemented in a manageable manner. The Team The Cambridge MC cyber security team tasked with supporting on this project was comprised of: A technically adept practitioner specialising in vulnerability testing, equipped with cutting-edge knowledge of tools and techniques for identifying weaknesses in the institution’s cyber defences. This role was crucial for uncovering hidden vulnerabilities that could be exploited by attackers, providing a technical foundation for the assessment. Back-office risk experts with a deep understanding of the broader risk landscape and risk management principles, ensuring that the assessment considered not just technical vulnerabilities but also organisational and procedural risks, aligning the cyber security strategy with the institution’s overall risk appetite. A security leader with 30 years of experience building and running security services, who offered strategic oversight and practical insight into effective cyber defence mechanisms and was vital in ensuring the recommendations were not only theoretically sound but also pragmatically achievable. Together, these professionals ensured a comprehensive, nuanced, and highly practical assessment, underlining the importance of a balanced team in addressing complex cyber security challenges. Outcome & Results Optimised Cyber Resilience We recommended and outlined a robust workflow and identity management system across all of the institution’s systems, emphasising the need for multi-stakeholder cooperation. This highlighted the challenge of managing over tens of thousands of accounts for a community of many fewer staff and students. Longevity We made clear, actionable recommendations describing implementation plans for changes, such as improving the security culture and some operational deliverables associated with SOC efficacy, all of which were agreed upon by the leadership team who assured us that these changes would be in place at this institution for the next three years. Staff Readiness We enhanced the security awareness and training of the staff, postgraduate researchers, and students, including specialised training for the Information Security team. We also made recommendations for improving security posture, such as the adoption of Cloud Access Security Broker (CASB) and Data Leakage Prevention (DLP) solutions, and the development of a quantitative risk forecasting methodology. Forward Planning We also made suggestions for future improvements, including SOC operational activities, creating new initiatives targeting cyber kill chain strategy areas, and planning disaster recovery tests for ICT systems.

By implementing a VoIP system to reduce costs, promote collaboration, and streamline patient care Our Partner and VoIP expert, Mario Hanzek, recently completed a telephony transformation project for one of the major Healthcare NHS Foundation Trusts, with over 4,000 telephony users. The project aimed to exchange several of the original phone systems with a hosted state-of-the-art VoIP (Voice over Internet Protocol) system. The key objectives were to reduce costs, enhance flexibility, improve scalability, and ensure superior call quality. In doing so, Mario implemented, end-to-end encryption for enhanced security, seamless integration with existing platforms, and collaboration among employees and patients. Project Overview The NHS Foundation Trust was facing numerous communication challenges, the most significant being: Increased cost of maintenance contracts for on-premise telephony systems Call costs across multiple service providers Limited flexibility for remote working and long-distance collaboration between teams Outdated hardware These challenges disrupted communication within the organisation, therefore impacting operational efficiency and crucial patient care. Why VoIP? Cost Reduction: Implementing VoIP significantly reduces maintenance and call expenses. The organisation can now make calls over the internet, thus avoiding associated with traditional phone lines. Flexibility: With the new VoIP system, employees gained the flexibility to make calls from anywhere or any device with internet access. This is particularly beneficial for staff working remotely or in different healthcare facilities. Collaboration: The VoIP system promotes seamless collaboration among the trust's healthcare professionals, allowing for instant communication across various departments and with patients. This is further enhanced by the system's video conferencing and messaging capabilities. Scalability and Functionality: Using VoIP allows for easier scalability and flexibility to accommodate the growing needs of the healthcare organisation. Additional features, such as contact centres, voice recording, voicemail-to-email and call forwarding, were easily integrated, providing enhanced functionality as required, regardless of the user's location. Integration: The VoIP system slots in perfectly among the trust's existed applications and processes. This integration streamlined administrative tasks, improved patient management, and enhanced overall operational efficiency. Outcomes & Results 1. This successful telephony transformation project for the NHS Foundation Trust proves the positive impact that VoIP technology can have on communication within healthcare organisations. 2. The project successfully addressed challenges related to cost, flexibility, collaboration, scalability, and integration.

Ensuring that University of Bristol remains the university of choice for students, academics and partners in a globally competitive market The University of Bristol is a Russell Group University and a leader in many global league tables, including the QS World University Rankings where in 2023 it ranked 9th in the UK. To strengthen its competitive position, the University is undertaking an ambitious digital transformation strategy. As a foundation of this strategy, the Modern Network will deliver a significant increase in capacity, flexibility, automation, resilience, security and experience for all users. Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. Cambridge MC’s technical and commercial expertise helped University of Bristol navigate a complex procurement exercise and deliver the first stages of the transformation programme. The Challenge The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform. The University of Bristol recognised that improving their global competitiveness requires a step change in the digital experience offered to all users and so it launched its Modern Network programme. Key objectives of the Modern Network are to introduce a high-performance network that gives users access to comprehensive teaching and learning resources, as well as specialist equipment, data, and scalable fibre for innovative research. The Modern Network programme also aims to enable students to connect with friends and family, and socialise online from wherever they are on campus, at any time, day or night. The new network will enhance the Wi-Fi coverage and capacity to give users the best digital experience round the clock. The University realises that a significant increase in network performance is needed to support data intensive activities, including centralised and de-centralised computing, large scale sensor networks, media rich applications like augmented and virtual reality, data intensive instrumentation and modelling. The architecture designed is going to be more flexible, highly scalable, adaptable and evergreen. Security will be improved to cope with the continuously evolving threat landscape and to enable Modern Network users to safely perform their activities from any location in the world, with a consistent, hassle-free experience. The Modern Network will deliver a reliable platform with world-class operational capabilities, making the services easy to consume, monitor and manage. The Strategy Cambridge Management Consulting used its expertise and knowledge to quickly establish a comprehensive set of requirements and to test market appetite to deliver a Modern Network via an RFI. Requirements Management used a structured approach based on a Cambridge MC requirements catalogue. This accelerated the process of engaging University of Bristol stakeholders to validate requirements and helped to shape the University’s procurement process. An efficient and comprehensive stakeholder engagement process also saw the development of multiple personas that were used to explain how the Modern Network would deliver capabilities for students, academics, researchers and professional services colleagues. Cambridge MC, in conjunction with the university, then helped to shape a structured procurement approach. Modern Network capabilities were put into 3 main procurement categories to provide purchasing and transformation flexibility. Cambridge MC led the Procurement technical dialogue. Working in partnership with experts from the University of Bristol, a highly scalable, flexible, secure and resilient target state network was designed. The design is modular and makes use of multiple technical patterns. This provides a repeatable, standardised way for the University to deliver capabilities that can have customised performance service and levels. To assist the Procurement activities, Cambridge MC also created a Model Modern Network. The Model allowed a consistent financial assessment to be made at each stage of the Procurement, including providing a detailed estimate of the transformation milestones and payments. The Cambridge MC team also shaped the Modern Network programme. It was broadly shaped into mobilisation, discovery, design, prove, pilot and deploy phases. Cambridge MC are providing support in the early transformation phase to help the University of Bristol deliver the ambitious programme. The resulting Modern Network will be a high performance, flexible, resilient and secure platform. It will introduce self-service and automation, such as zero touch deployments and autonomous networks for research activities. It will leverage programmatic control and AIOps to improve the digital experience and inclusiveness, sustainability and the global competitiveness of the University. A technical modernisation like this requires a similar shift to a world-class operating model. Cambridge MC supported the service management redesign throughout the procurement phase. Using comprehensive requirements structured around ITIL, the team co-designed the enhanced set of service capabilities and are now helping University of Bristol to introduce these services. The new service management approach will provide full end-to-end visibility of the network, formal SLAs and SLA management and enhanced fault, change, configuration and knowledge management. This will complement the new technical capabilities and provide significant benefits to the University. The Team Cambridge Management Consulting provided procurement, commercial, technical business analysis and service management expertise. Cambridge MC also provided expertise for the procurement and post-procurement implementation activity. Cambridge MC worked exceptionally well with the University's digital and procurement teams to ensure end-to-end success for the University. Not only did the Cambridge MC team help support, but they also provided extensive knowledge transfer to, the University to minimise the future need for external support, minimise future costs for external consultants and help further develop the in-house ICT and procurement capabilities. Outcomes & Results 1. Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 2. Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help University of Bristol transform.

What is the Contract Lifecycle Management and Why does it Matter? The future success of your business depends on realising the value that’s captured in its contracts. From vendor agreements to employee documents, everywhere you look are commitments that need to be met for your business to succeed. The type of contract and the nature of goods or services it covers will determine what sort of management activities might be needed at each stage. How your company is organised will also determine which departments or individuals are responsible for what activities at each stage. Contract Lifecycle Management, from a buyer's perspective, is the process of defining and designing the actual activities needed in each stage for any specific contract, allocating ownership of the activities to individuals or groups, and monitoring the performance of those activities as the contract progresses through its lifecycle. The ultimate aim is to minimise surprises, ensure the contracted goods or services are delivered by the vendor in accordance with the contract, and realise the expected business benefits and value for money. The Problem of Redundant Spend in Contracts Despite the built-in imbalance of information favoring suppliers, companies still choose to oversee these vendors internally. However, many adopt a reactive, unstructured approach to supplier management and struggle to bridge the gap between contractual expectations and actual performance. Currently, where governance exists, it is often understaffed, with weak, missing, or poorly enforced processes. The focus is primarily on manual data collection, validation, and basic retrospective reporting of supplier performance, rather than on proactively managing risk, relationships, and overall performance. The amount of redundant spend in contracts can vary widely depending on the industry, the complexity of the contracts, and how rigorously they are managed. For further information on this, Cambridge MC’s case studies provide insights into typical ranges and common sources of redundant spend. As a general estimate, industry analysts often state that redundant spend can account for as much as 20% of total contract value. In some cases, especially in poorly managed contracts, this can be much higher. What is AI-driven Contract Management? Artificial Intelligence (AI) is redefining contract management, transforming a historically time-consuming and manual process into a streamlined, efficient, and intelligent operation. Traditionally, managing contracts required legal teams to navigate through extensive paperwork, drafting, reviewing, and monitoring agreements — a process prone to inefficiencies and human error. With the emergence of artificial intelligence, particularly generative AI and natural language processing (NLP), this area of operations is undergoing a paradigm shift. This step change is not without concerns however, as there are the inevitable risks of AI hallucinations, training data biases and the threat to jobs. AI-driven contract management solutions not only automate repetitive tasks but also uncover valuable insights locked up in contract data, improving compliance and reducing the risks that are often lost in reams paperwork and contract clauses. Put simply, AI can automate, analyse, and optimise every aspect of your contract lifecycle. From drafting and negotiation to approval, storage, and tracking, AI-powered platforms enhance precision and speed across these processes; in some cases reducing work that might take several days to minutes or hours. By discerning patterns and identifying key terms, conditions, and concepts within agreements, AI enables businesses to parse complex contracts with ease and efficiency. In theory, this empowers your legal and contract teams (rather than reducing them), allowing personnel to focus on high-level tasks such as strategy rather than minutiae. However, it is important to recognise that none of the solutions available in the marketplace today offer companies an integrated supplier management solution, combining a comprehensive software platform, capable of advanced analytics, with a managed service. Cambridge Management Consulting is one of only a few consultancies that offers fully integrated Contract Management as a Service (CMaaS). Benefits of Integrating AI into your Contract Lifecycle Management Cambridge MC’s Contract Management as a Service (CMaaS) 360-degree Visibility: Enable your business to gain 360-degree visibility into contracts and streamline the change management process. Real-time Data: Gain real-time performance data and granularly compare it against contractually obligated outcomes. More Control: Take control of your contracts and associated relationships with an integrated, centralised platform. Advanced meta data searches provide specific information on external risk elements, and qualitative and quantitative insights into performance. Reduces Costs: By automating manual processes, businesses can significantly reduce administrative costs associated with contract management. AI-based solutions eliminate inefficiencies in the contract lifecycle while minimising reliance on external legal counsel for routine tasks. Supplier Collaboration: Proactively drive supplier collaboration and take a data-driven approach towards managing relationships and governance process health. Enhanced Compliance: AI tools ensure that contracts adhere to internal policies and external regulations by flagging non-compliant clauses during the drafting or review stage. This proactive approach reduces the risk of costly disputes or penalties. Reduces Human Errors: In traditional contract management processes, human errors can lead to missed deadlines and hidden risks. AI-powered systems use natural language processing to identify inconsistencies or inaccuracies in contracts before they escalate into larger issues. Automates Repetitive Tasks: AI-powered tools automate time-consuming tasks such as drafting contracts, reviewing documents for errors, and extracting key terms. This frees up legal teams to focus on higher-value activities like strategic negotiations and risk assessment. We can accurately model and connect commercial information across end-to-end processes and execution systems. AI capabilities then derive and apply automated commercial intelligence (from thousands of commercial experts using those systems) to error-proof complex tasks such as searching for hidden contract risks, determining SLA calculations and performing invoice matching/approvals directly against best-in-class criteria. Contract management teams using AI tools reported an annual savings rate that is 37% higher than peers. Spending and tracking rebates, delivery terms and volume discounts can ensure that all of the savings negotiated in a sourcing cycle are based on our experience of managing complex contracts for a wide variety of customers. Our Contract Management as a Service, underpinned by AI software tooling, has already delivered tangible benefits and proven success. 8 Steps to Transition Your Organisation to AI Contract Management Implementing AI-driven contract management requires a thoughtful and structured approach to ensure seamless integration and long-term success. By following these key steps your organisation can avoid delays and costly setbacks. Step 1 Digitise Contracts and Centralise in the Cloud: Begin by converting all existing contracts into a digital format and storing them in a secure, centralised, cloud-based repository. This ensures contracts are accessible, organised, and easier to manage. A cloud-based system also facilitates real-time collaboration and allows AI to extract data from various file formats, such as PDFs and OCR-scanned images, with ease. Search for and retrieve contracts using a variety of advanced search features such as full text search, Boolean, regex, fuzzy, and more. Monitor upcoming renewal and expiration events with configurable alerts, notifications, and calendar entries. Streamline contract change management with robust version control and automatically refresh updated metadata and affected obligations. Step 2 Choose the Right AI-Powered Contract Management Software: Selecting the right software is a critical step in setting up your management system. Evaluate platforms based on their ability to meet your organisation’s unique contracting needs. Consider key factors such as data privacy and security, integration with existing systems, ease of implementation, and the accuracy of AI-generated outputs. A well-chosen platform will streamline workflows while ensuring compliance and scalability. Step 3 Understand How AI Analyses Contracts: To make the most of AI, it’s essential to understand how it processes contract data. AI systems use Natural Language Processing (NLP) to interpret and extract meaning from human-readable contract terms, while Machine Learning (ML) enables the system to continuously improve its accuracy through experience. These combined technologies allow AI to identify key clauses, conditions, and obligations, as well as extract critical data like dates, parties, and legal provisions. Training your team on these capabilities will help them to understand the system and diagnose inconsistencies. Step 4 Maintain Oversight and Validate AI Outputs: While AI can automate repetitive tasks and significantly reduce manual effort, human oversight is indispensable. Implement a thorough process for spot-checking AI-generated outputs to ensure accuracy, compliance, and alignment with organisational standards. Legal teams should review contracts processed by AI to verify the integrity of agreements and minimise risks. This collaborative approach between AI and human contract management expertise ensures confidence in the system. Step 5 Refine the Data Pool for Better Results: The quality of AI’s analysis depends heavily on the data it is trained on. Regularly refine and update your data pool by incorporating industry-relevant contract examples and removing errors or inconsistencies. A well-maintained data set enhances the precision of AI outputs, enabling the system to adapt to evolving business needs and legal standards. Step 6 Establish Frameworks for Ongoing AI Management: To ensure long-term success, set clear objectives and measurable goals for your AI contract management system. Define key performance indicators (KPIs) to track progress and prioritise features that align with your organisation’s specific requirements. Establish workflows and governance frameworks to guide the use of AI tools, ensuring consistency and accountability in contract management processes. Step 7 Train and Empower Your Teams: Equip your teams with the skills and knowledge they need to use AI tools effectively. Conduct hands-on training sessions to familiarise users with the platform’s features and functionalities. Create a feedback loop to gather insights from your team, allowing for continuous improvement of the system. Avoid change resistance by using change management methodologies, as this will foster trust in the technology and drive successful adoption. Step 8 Ensure Ethical and Secure Use of AI: Tools Promote transparency and integrity in the use of AI-driven contract management. Legal teams should have the ability to filter sensitive information, secure data within private cloud environments, and trace data back to its source when needed. By prioritising data security and ethical AI practices, organisations can build trust and mitigate potential risks. With the right tools, training, and oversight, AI can become a powerful ally in achieving operational excellence as well as reducing costs and risk. Overcoming the Technical & Human Challenges While the benefits are compelling, implementing AI in contract management comes with some unique challenges which need to be managed by your leadership and contract teams: Data Security Concerns: Uploading sensitive contracts to cloud-based platforms risks data breaches and phishing attacks. Integration Complexities: Incorporating AI tools into existing systems requires careful planning to avoid disruptions and downtime. Change Fatigue & Resistance: Training employees to use new technologies can be time-intensive and costly. There is a natural resistance to change, the dynamics of which are often overlooked and ignored, even though these risks are often a major cause of project failure. Reliance on Generic Models: Off-the-shelf AI models may not fully align with your needs without detailed customisation. To address these challenges, businesses should partner with experienced providers who specialise in delivering tailored AI-driven solutions for contract lifecycle management. Case Study 1: The CRM That Nobody Used A mid-sized company invests £50,000 in a cutting-edge Customer Relationship Management (CRM) system, hoping to streamline customer interactions, automate follow-ups, and boost sales performance. The leadership expects this software to increase efficiency and revenue. However, after six months: Sales teams continue using spreadsheets because they find the CRM complicated. Managers struggle to generate reports because the system wasn’t set up properly. Customer data is inconsistent, leading to missed opportunities. The Result: The software becomes an expensive shelf-ware — a wasted investment that adds no value because the employees never fully adopted it. Case Study 2: Using Contract Management Experts to Set Up, Customise and Provide Training If the previous company had invested in professional services alongside the software, the outcome would have been very different. A team of CMaaS experts would: Train employees to ensure adoption and confidence in using the system. Customise the software to fit business needs, eliminating frustrations. Provide ongoing support, so issues don’t lead to abandonment. Generate workflows and governance for upward communication and visibility of adherence. The Result: A fully customised CRM that significantly improves the Contract Management lifecycle, leading to: more efficient workflows, more time for the contract team to spend on higher value work, automated tasks and event notifications, and real-time analytics. With full utilisation and efficiency, the software delivers real ROI, making it a strategic investment instead of a sunk cost. Summary AI is reshaping the way organisations approach contract lifecycle management by automating processes, enhancing compliance, reducing risks, and improving visibility into contractual obligations. From data extraction to risk analysis, AI-powered tools are empowering legal teams with actionable insights while driving operational efficiency. However, successful implementation requires overcoming challenges such as data security concerns and integration complexities. By choosing the right solutions, tailored to their needs — and partnering with experts like Cambridge Management Consulting — businesses can overcome the challenges and unlock the full potential of AI-based contract management. A Summary of Key Benefits Manage the entire lifecycle of supplier management on a single integrated platform Stop value leakage: as much as 20% of Annual Contract Value (ACV) Reduce on-going governance and application support and maintenance expenses by up to 60% Deliver a higher level of service to your end-user community. Speed without compromise: accomplish more in less time with automation capabilities Smarter contracts allow you to leverage analytics while you negotiate Manage and reduce risk at every step of the contract lifecycle Up to 90% reduction in creating first drafts Reduction in CLM costs and extraction costs How we Can Help Cambridge Management Consulting stands at the forefront of delivering innovative AI-powered solutions for contract lifecycle management. With specialised teams in both AI and Contract Management, we are well-placed to design and manage your transition with minimal disruption to operations. We have already worked with many public and private organisations, during due diligence, deal negotiation, TSAs, and exit phases; rescuing millions in contract management issues. Use the contact form below to send your queries to Darren Sheppard , Senior Partner for Contract Management. Go to our Contract Management Service Page

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With the UK Budget being published tomorrow, councils are facing intense financial pressure. Rising demand for adult and children’s social care, homelessness services, and temporary accommodation has left little room for manoeuvre.