Exiger is on a mission to make the world a safer and more transparent place to succeed.
The company aims to do this by revolutionising how corporations, government agencies and banks navigate risk and compliance in their third parties, supply chains and customers through software and tech-enabled solutions.
Brandon Daniels serves as Exiger’s CEO. A regulatory expert and technology practitioner, Daniels brings decades in senior management across the financial services, technology, life sciences and energy markets. Over the last 20 years, Daniels has managed some of the largest crises, compliance and risk management matters in the private and public sectors.
Given the unpredictable nature of geopolitical challenges and global disasters and the subsequent knock-on effect these events have on supply chains, Daniels stresses it is imperative to keep your finger on the pulse in order to stay ahead and mitigate problems.
“Even if you look at the past month alone, in the United States there’s been Hurricane Helene, the Longshoreman strike and Hurricane Milton,” says Daniels. “It is one hit after another. Since the pandemic, we’ve really pulled back the veil on how fragile our supply chains really are. With climate change set to disrupt over 25 trillion dollars of assets over the next 20 years, I think the likes of natural disasters, man-made disasters and geopolitical tensions will continue to disrupt our supply chains, so we’ve got to get ahead of it. We’ve got to regain control and procurement professionals are at the front line.”
This is where Exiger comes in.

Supply chain visibility
Exiger is a supply chain visibility, orchestration and risk management solution that helps customers to increase the resilience of their operations, reduce risk, and help drive cost efficiency throughout their organisation. Exiger helps customers with their most complex and critical issues from ESG to managing supplier financial health. The company empowers them to regain control of their supply chains when facing global challenges. According to Daniels, every challenge brings opportunity. But the real winners out of disruption are those who can achieve greater resilience.
“Having visibility where you think you’re purchasing from seven vendors, but you’re actually purchasing from one and that vendor is in a high-risk zone that could be disrupted is key,” explains Daniels. “Firstly, you could contract directly with that vendor and use your volume to your advantage. That’s a pricing and cost management opportunity. And two, knowing that you only have one vendor and maybe diversifying away, that’s also a risk management opportunity. Companies are missing major opportunities by not gaining visibility into their supply chain.”
But with procurement and the wider world seemingly transitioning from one ‘black swan’ event to the next over the past few years, Daniels recognises the workforce is ‘exhausted.’ “People are overwhelmed,” he admits.
“Since the COVID-19 pandemic, we have all gone into this hyperdrive. Even though we’re working at home and people are remote, employees are still working all day. It’s a constant battle and a constant crisis. So the idea of saying ‘Well, if I have 1,000 vendors at my tier one that I’m managing today, and that’s already hard, how can I manage the 800,000 vendors at tier five?’ You just stare at this morass of data, this volume of suppliers and amount of risk. And you might say, ‘I just don’t want to know.’ And that’s where also AI can help us with ruthless prioritisation of what actually matters. That’s why we get up every day to help our customers to prioritise these issues and opportunities.”
DPW Amsterdam
DPW Amsterdam’s theme for 2024 was 10X and how a moonshot mindset can take companies from incremental to exponential impact. 10X amplifies the necessity for organisations to think and act 10 times bigger than their current capacity. For Daniels, he believes companies could be aiming even higher due to the potential value that can be tapped into.
“I think you should shoot for a 100X and land at 10X. But I think there are so many opportunities as we gain visibility into our broader supplier ecosystem that we’re missing today,” he says.
“Just because I have visibility or transparency into my supplier ecosystem, or because I can manage on a multi-tier basis, it doesn’t mean I need to. For the most critical things, it means that I need to prioritise those areas where I’m going to deliver the most cost savings, the most resilience or the most significant reduction in our risk. What we’re encouraging procurement and supply chain people to do is to drive reward out of this risk and focus on those opportunities where you can have your cake and eat it too. This means I can contract with suppliers that sit deep in my supply chain that are supporting all of the metals and microelectronics buying that I’m doing, and establish a relationship that’s going to reduce cost.
“But here’s the important point. With that visibility, I can also demand more ethical supply chains. So now that I have visibility into those suppliers that are manufacturing the critical noble gases that I need in order to etch these semiconductors, I can also demand an ethical wage. I can demand a carbon-neutral supply chain, and I can give some of that savings back. If I’ve made 15% percent savings, I can say there’s a 3% premium because we want to source ethically. When I say we can 10X, it’s the compound value of both reducing risk and increasing cost efficiency.”
AI-powered Platform
Exiger delivers AI-powered supply chain visibility, orchestration and due diligence through the 1Exiger Platform and the AI engine, DDIQ. The world’s first purpose-built supplier risk technology has been developed to navigate the biggest risk and compliance challenges in 2024 and beyond. 1Exiger accelerates growth to organised fact-finding which allows for important decisions to be made quicker.

“We actually started with just an AI tool that built business profiles on companies,” explains Daniels. “But it’s more focused on the data that we give the system as opposed to training on the broader landscape of open source data that can cause some hallucinations. We wanted to get to high fidelity business profiles. What generative AI is doing that is so unique is it’s making that multi-tier visibility and supplier assessment possible. It wouldn’t be possible for us to come here three years ago saying you can 10X in the same way today. It’s really been the fact that people’s eyes are open to the idea you can create net new data with generative AI. If I’m trying to find something out about 1,000 companies, I used to have to go out and research that.”
GenAI drive
Now, with the capabilities of GenAI, time-consuming and cumbersome fact-finding missions can be completed within minutes. Daniels is well aware of how GenAI has changed the game in generating data while also bridging a skills gap. However, Daniels insists that while procurement professionals are incredibly intelligent in what they do, they can’t do everything.
“Procurement and supply chain people are geniuses at cost, schedule, performance, vendor value creation, supplier negotiation, and market research focused on value-based sourcing. They’re geniuses, but they’re not trained risk managers or compliance people,” he explains.
“The second thing generative AI can do is it can help to bridge that skills gap. If you’ve had risk experts in your organisation feed it on how to handle situations, then those procurement people can rely on those decisions to say, is this within risk tolerance? Is this a vendor that we can accept? Is this a supplier risk that we should either mitigate or we should make a change to? And then finally, it can support that decision-making. I need to be able to document my decisions. I need to be able to create a history of why I did that. Generative AI can help us to automate those unnecessary tasks. Generative AI has a sweeping impact on procurement, supply chain, and in the business world overall.”
Find out more about Exiger here and follow Exiger on LinkedIn