Scaling from ~$10M → ~$120M Without Over-Buying Tech

Written By Dennis Chan

Client
High-growth fashion brand expanding assortments, channels, and supply-chain nodes while standing up PLM/ERP/IPaaS/e-commerce.

The Problem (what leadership saw)

  • Big-ticket vendor deals were front-loaded and inflexible (auto-uplifts, “use it or lose it” tiers, vague SLAs).

  • Calendar compression + SKU proliferation were increasing delivery risk and cash burn.

  • Vendor accountability was weak; misses landed back on the business.

What Angmars Did (embedded procurement)

  • Growth-aligned commercials: Recut pricing to scale with revenue/users, added renewal price caps, removed auto-renew/auto-uplifts.

  • Delivery accountability: Wrote implementation KPIs into the MSA/SOW with milestone gating, service credits, and clean exit paths.

  • Portfolio discipline: Partnered with Design/Merch/Ops to right-size tooling vs. calendar and assortment plans; reduced “unproductive” complexity.

  • Executive governance: Quarterly vendor scorecards and one-page decisions (speed vs. risk vs. cost).

Impact (36 months)

  • Seven-figure cash-flow swing by avoiding upfront over-commit and spreading capacity as revenue scaled.

  • Lower execution risk: SLAs with teeth reduced slippage and finger-pointing; faster path to value.

  • Time-to-market tailwind: Fewer handoff failures and better calendar compliance.

  • Predictable renewals: Price behavior controlled; no surprise uplifts.

Dennis Chan
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