Founder’s Story
Every strategic deal has leaders accountable for growth, finance, delivery and risk. The margin can still get lost between them.
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The gap between forecasted margin and delivered margin costs companies real money. Narrowing it requires the commercial decisions that shape the deal to stay aligned with the economics the business expects to deliver.
Colleen Vossler
Founder & CEO, blueFulcrum™
Technology and professional services deals bring together decisions across sales, finance, delivery, risk and legal. Each function sees a different part of the deal and carries a different accountability. The vulnerability is in what happens between them: whether pricing reflects delivery reality, commitments reflect operational capability, concessions reflect downstream economics, and those decisions remain coherent when the deal comes under pressure. That's where margin gets put at risk. It's the gap Colleen built blueFulcrum to close.
The career that built blueFulcrum
Colleen’s career forged what no single role produces: the transactional lawyer’s risk discipline, the in-house advisor’s business context, the principal’s P&L exposure, and the senior executive’s accountability for commercial outcomes. Each role added another dimension.
At Pillsbury law's internationally recognized technology transactions and sourcing practice, the work was never purely legal. It was where Colleen developed the commercial strategy, deal structuring, risk allocation and negotiation disciplines that would shape the rest of her career, working across some of the market's most complex technology transactions.
Colleen Vossler
Founder & CEO
From Pillsbury she moved to BearingPoint, a global management consulting and technology services firm, as in-house counsel for managed services and commercial advisor. Her commercial judgment earned her a seat on the Managed Services EVP’s advisory board, where she advised on the commercial viability of deals across the portfolio.
She then founded and led her own boutique practice, bringing BigLaw deal discipline and in-house operating perspective to clients. Running a practice of her own added a dimension neither role had provided: the margin pressure that principals feel when every commercial decision is theirs and every consequence lands on the P&L.
The blueFulcrum philosophy
Durable deals are built,
not won.
A deal where one side wins on paper and the other absorbs the consequences in delivery isn't a good deal. It's a deferred problem. One that shows up in margin variance, relationship damage, and disputes that no one budgeted for.
The deals that hold are the ones where both parties are commercially motivated to perform after the contract is signed. Not because they have to. Because the deal was structured so that performing is the better outcome for both.
That's what blueFulcrum builds toward. The name reflects it: a fulcrum finds the point where force and balance meet. The work is finding where the economics, commitments and incentives support that balance, and where they don't, before signature.
The move into senior executive deal leadership was deliberate. At Infosys, Colleen served as a Strategic Negotiations Executive on complex global IT and BPO transactions, working with leadership and deal teams to shape commercial and negotiation strategy and leading high-stakes negotiations through close.
As a Managing Director at EY, Colleen led negotiation and close phases on some of the firm's most strategically significant pursuits, helping leadership teams navigate the commercial decisions that determined the path to signature.
Across both executive roles, she saw the same patterns repeated across deals that held and deals that didn't. The difference was rarely the capability of any one function. It was whether the commercial decisions made across them came together around an outcome the business could actually deliver. That insight became blueFulcrum.
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