A large insurance brokerage with fragmented national telecom infrastructure engaged Telmac to consolidate vendors, reduce costs, and build a unified, optimized architecture.
Fortune-Listed Insurance Brokerage | Over 3,000 Employees | 21 Telecom Vendors | Over 150 Locations | Fragmented National Infrastructure
A Fortune-listed insurance brokerage had accumulated 21 separate telecom vendors across its national footprint. The infrastructure had grown organically through acquisitions and decentralized procurement decisions — each location managing its own connectivity without benchmarking or coordination.
The result was significant cost exposure, operational complexity, and no unified view of what the organization was paying, who it was paying, or whether any of it reflected fair market terms.
A fragmented vendor landscape created by years of acquisitions and decentralized procurement. No single point of accountability, no unified management, and no mechanism to apply the organization’s scale to pricing negotiations.
Contracts had been signed independently by local teams with no benchmarking against market rates. The organization was paying whatever vendors asked with no leverage and no basis for challenge.
Managing 21 vendor relationships required significant internal resources. Support was fragmented, escalation paths unclear, late payments occurring, and the cumulative administrative burden substantial.
A national consolidation across all locations — reducing vendor relationships from 21 to 4 while delivering $893K in annual savings and a single managed platform.
From 21 to 4. Every location unified onto a single managed architecture — with the operational simplicity and vendor leverage that only comes from consolidation at scale.
$893K in annual savings. The result of market benchmarking, consolidated purchasing power, and contract terms that vendors had never voluntarily offered to a fragmented buyer.
A single platform replacing 21 disconnected relationships. Improved SLAs, defined escalation paths, and a governance model that can sustain the savings over time.
This engagement required Telmac to map the full vendor landscape, benchmark every contract against market, and execute a coordinated consolidation across all locations without disrupting operations.
When a national organization is buying telecom from 21 separate entities, it has no leverage. Consolidation doesn’t just reduce cost — it changes the organization’s fundamental position in the vendor relationship.
Telmac mapped all 21 vendor relationships, inventoried every contract, and benchmarked each against current market rates — identifying the full scope of overpayment and the consolidation opportunity.
Using market benchmarks and consolidated purchasing power, Telmac negotiated down to a final architecture of 4 — with improved pricing, better SLAs, and contract terms the organization had never previously achieved.
The client then leveraged Telmac’s governance platform — a proprietary Inventory and Contract Governance platform establishing the operational infrastructure and change management to sustain the savings and prevent fragmentation from recurring over time.
21 separate vendor relationships means 21 separate negotiations each without leverage. Consolidation converts scattered spend into market position. The savings come from negotiating as a unified organization.
When procurement has grown organically through acquisitions and decentralized decisions, the resulting cost exposure is the predictable outcome of a procurement model never designed for enterprise scale.
Unlike one-time negotiations, vendor consolidation produces structural savings. Four vendors with improved contract terms and unified management create a baseline that holds rather than recovering at the next renewal.
The Fortune-listed insurance brokerage in this case study had 21 vendors and no unified strategy. The engagement produced $893K in annual savings and a single platform. A diagnostic conversation identifies your version of this opportunity.
