Ben Alissi, Groundwork partner for commercial growth and partnerships

Commercial Operations, Partnerships & Procurement

Ben Alissi

Partnerships that earn their place on the P&L.

Ben Alissi is a partner at Groundwork, where he leads the commercial, partnerships and procurement work. He has spent more than 16 years across commercial strategy, partnerships and procurement in fintech and payments, building vendor and procurement functions from the ground up and negotiating the contracts that carry real cost.

Background

Ben has spent more than 16 years across commercial strategy, partnerships and procurement, most of it in fintech and payments — sectors where the commercial terms and the vendor stack are load-bearing rather than administrative.

He has built procurement and vendor-assurance functions from the ground up, which is a different discipline from running an established one: at this stage the job is to create just enough process that people follow it, in companies that have very good reasons to resent process. He has also led commercial due diligence supporting mergers and acquisitions, which is where the cost of undocumented commitments becomes visible all at once.

On the partnership side, he has managed more than 70 global partnerships, including with AWS, Google Cloud and Mastercard. The useful part of that experience is not the logos; it is having seen at close range how many partnerships are signed with enthusiasm and never reviewed again.

What he works on at Groundwork

Ben leads the commercial side of the practice: commercial operations, vendor management and procurement, and the buy-side half of enterprise readiness — contract positions, procurement workflow and the commercial handoffs behind a deal that closes rather than stalls.

Operator track record

Before Groundwork, our partners built, scaled and protected technology organisations from inside them. Everything below was done in those roles, not as Groundwork client work — Groundwork is new, and we would rather show you verified operating history than dress it up as something it is not.

Taking cost out of the vendor stack

Situation
A technology stack whose recurring spend had grown across teams and years without a single owner.
Role
Commercial and procurement leadership.
What changed
Vendor rationalisation, renegotiated terms and procurement controls that held afterwards.
Measured outcome
Removed £2.5M from SaaS and vendor expenditure.

Negotiating the contracts that carry the cost

Situation
A global technology stack with annual contracts and renewals spread across many suppliers.
Role
Commercial ownership of vendor contracting and renewals.
What changed
A negotiation position built on usage data and renewal timing rather than on goodwill.
Measured outcome
Negotiated over £15M in annual vendor contracts and renewals.

Partnerships managed as commercial relationships

Situation
A large partner estate, including major cloud and payments providers, requiring active commercial management.
Role
Partnerships and commercial leadership.
What changed
Partnerships reviewed against what they were supposed to produce, with named internal ownership.
Measured outcome
Managed more than 70 global partnerships, including AWS, Google Cloud and Mastercard, and delivered £2M in professional services revenue in 18 months.

Talk to Ben directly.

A short call is the fastest way to see whether we can help, and you will be talking to the person who would do the work.

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