Vinny Sanchez
Vinny Sanchez is the Global Co-chair of DLA Piper's Technology Transactions and Strategic Sourcing practice and is highly recognized as a leading technology and outsourcing lawyer by The Legal 500 US and Chambers.
Vinny advises clients in complex technology, strategic sourcing/outsourcing and commercial transactions, including post-contract matters such as implementation/transition challenges, governance, audits and disputes. He also advises clients in digital transformation programs and supply chain management, including Nth party risk, business continuity and data and cyber risks. He also advises clients in technology acquisitions, divestitures, and joint ventures; strategic alliances and collaborations; and the commercialization of technology and data assets.
Vinny’s strategic sourcing/outsourcing experience involves the outsourcing of key business and technology operations, such as those related to information technology, human resources, facilities management, finance, accounting, supply chain management, clinical trial, payment processing, research and development, and other key operational functions. He also advises clients on the development of strategic sourcing programs, including matters covering the entire contract lifecycle management process.
Vinny’s digital transformation experience involves advising clients in navigating the legal and operational risks associated with the digital transformation of the enterprise and the evolution of business models that leverage both technology and data as strategic assets. He also works with clients through their digital journey, including navigating the phases of ideation/incubation, innovation and commercialization or operational integration.
Practice Area
Panel
- Contributing Author
1 Contributions by Vinny Sanchez
PRACTICE NOTES
Outsourcing Pricing and Charging Models: Time and Materials, FTEs, Resource Units, Fixed Fees, Gain Share, Indexation, Taxes, Benchmarking, Service Levels and Drafting the Charges Schedule
Introduction
Selecting an appropriate charging model, carefully aligned to scope and structure of the arrangement, is fundamental to cultivating a successful customer–supplier relationship in an outsourcing context. The chosen charging model defines the financial boundaries for when and how the supplier is paid, while also setting out, for the customer, the overall financial profile of the deal for budgetary purposes.
Initial considerations
When establishing a pricing methodology for an outsourcing transaction, the customer should determine at the outset whether it wishes to purchase ‘efforts’ or ‘results’ from its selected supplier. Once that direction is set, the charging approach can be built to reflect the outcome the customer is aiming to achieve. Where multiple discrete business functions are being outsourced, the customer may at the same time require cost certainty (i.e. results) and, separately, flexibility (i.e. effort), each applied to different components of the services as appropriate. As a consequence, many pricing and charging structures in practice become hybrids, combining elements of the models described below to support the intended objectives...
Commercial
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