Telmac doesn’t just advise on vendor strategy—we stay engaged through outcomes. Our senior advisors combine technology advisory, disciplined expense optimization, and hands-on governance to help enterprises continuously reduce technology, voice, security, AI, and network costs—while managing vendor risk and maintaining control.
Not once. Continuously.
The technology and vendor advisory market is full of firms that diagnose problems, deliver a deck, and disappear. Telmac was built on a different premise: that the people who identify the problem should be the ones who fix it and stay accountable for the outcome.
With over 100 years of combined experience navigating enterprise technology environments, our advisors have seen every vendor strategy, every contract structure, and every market cycle this industry has produced. That depth of knowledge is what makes our independence meaningful — we're not figuring it out as we go. We already know the answer. And because we have no preferred vendor relationships or undisclosed incentives, that answer is always objective.
A price reduction is a one-time event. A restructured deal changes the economics at every renewal, every escalation clause, every usage threshold for the life of the contract. That distinction matters enormously in practice, because that's where the real money is. And it's only accessible to master negotiators like us who understand how the vendor built the deal in the first place.
Case Study Snapshots: We've negotiated across ten spend categories simultaneously for a single Fortune 250 client; we've taken an 8% Oracle CPI increase down to 2% on a 400-PO portfolio; we worked with a communication company to completely restructure their entire GTM price modeling to accommodate a large hospital system footprint. All examples of how ee don't ask for discounts, we restructure deals.
Governance Protects Value
Contract negotiation is one thing, keeping what you won is another. A favorable contract is only as durable as the governance behind it. Renewal calendars. Ownership accountability. Vendor performance reviews that lay it all on the table. The controls that prevent hard-won terms from quietly reverting to vendor-friendly defaults the moment attention moves elsewhere. TELMAC builds those systems. When we leave, they stay.
Case Study Snapshot: One hospital system we worked with reduced a $50M budget deficit to $17M within six months — a $33M turnaround driven by structured governance, not a one-time negotiation event.
Unlike most firms, that only hand you a recommendation and an implementation vendor, and then leave, Telmac writes the BRDs, runs the RFP, manages the vendors, and stays through go-live and operational transition. The engagements where things go wrong are almost always the ones where the people who designed the solution weren't the ones accountable for making it work.
Case Study Snapshot: In one engagement, we consolidated 17 disparate voice and data platforms into a single unified architecture while simultaneously keeping 1,000+ contact center agents running without a single second of interruption.
Telmac’s partners didn’t migrate here from consulting firms or MBA programs. We came up through the vendor and enterprise client side, running enterprise technology operations, managing multi-hundred-million-dollar vendor portfolios, and sitting in rooms where vendors set the terms. We’ve sat where you sit.
Telmac has become so critical to its clients’ success that a large majority of CIOs and senior IT executives re-engage Telmac as they move throughout their careers — bringing the same approach to every organization they lead.
We know every move in the playbook because we helped write it – chapter by chapter. That’s a very different thing from having studied it.
When a major vendor presents a pricing model with embedded escalators and tiered commitment structures, a Telmac operator doesn’t need to decode it. We recognize it immediately, because we’ve built models like it. That recognition is what creates leverage, and leverage is what creates savings that last.
Every Telmac engagement is led by our senior team. There are no junior analysts or execution team, no handoff after assessment, no gap between the people who diagnosed the problem and the people running the solution.
Three decades navigating the intersection of telecom, IT, and enterprise finance. On both sides of the negotiating table.
Three decades navigating the intersection of telecom, IT, and enterprise finance. On both sides of the negotiating table.
Bob is an enterprise IT and telecom executive with more than three decades of experience across the Technology and Healthcare sectors, leading sales, service delivery, and client organizations responsible for billions in revenue. Throughout his career, he has negotiated and supported multi-million, multi-year agreements across cloud, software, network, mobility, and managed services, working directly with hundreds of global technology providers and Tier-1 carriers to deliver 20–40% cost savings, improved commercial terms, and stronger contractual protections. At Telmac, Bob helps organizations optimize 70–80% of their IT and telecom spend through vendor-agnostic benchmarking, competitive sourcing, and disciplined negotiations, ensuring completely objective, client-first outcomes. In addition, as a certified professional coach, he advises CIOs, CFOs, and procurement leaders on strengthening vendor governance, improving negotiation strategy, and building more effective, accountable organizations. Known for a fact-based, fair, and results-driven approach, Bob consistently delivers sustainable, win-win outcomes that reduce cost, mitigate risk, and align technology investments with business objectives.
25+ years designing and negotiating cloud, network, security, and contact center environments for global enterprises from both the carrier and buyer sides.
25+ years designing and negotiating cloud, network, security, and contact center environments for global enterprises from both the carrier and buyer sides.
Dave has held senior leadership roles at Comcast, CenturyLink, Verizon/MCI, Qwest, and Advanced Telecom, giving him direct operational knowledge of how carrier pricing, contract architecture, and vendor incentive structures actually work from the inside. He co-founded TSI Technologies in 1993, earning recognition from the University of Pennsylvania Wharton School of Business and the Philadelphia Mayor’s office for organizational excellence. At Telmac, Dave leads cost optimization & transofrmation engagements across retail, BPO, healthcare, finance, manufacturing, and transportation — consistently identifying over-spend and design gaps that internal teams, too close to their vendors, consistently miss.
Linda Jeffries serves as the Director of Program Management at Telmac Group, where she orchestrates strategic planning, execution, and the successful delivery of complex projects across diverse industries.
The operational backbone of complex transformations, she’s the executive who makes sure what gets negotiated actually gets implemented, on time and without disruption.
Linda leads program management across Telmac’s most operationally complex engagements — the ones involving multi-carrier migrations, platform consolidations, and technology transformations where execution continuity is as important as the deal structure itself. Where most advisory firms hand clients a roadmap and a list of recommended vendors, Linda stays through implementation — managing timelines, vendor performance, stakeholder communication, and the inevitable operational complications that no plan fully anticipates. That continuity is what clients remember, and why they come back.
Specialists in telecom, cloud, SaaS, security, and managed services
Fortune 500 technology executives and vendor-side operators with 20+ years of experience on both sides of the table.
Every advisor carries 20+ years of direct engagement experience — no analysts learning on your dime
Certified PMPs who bring structure and accountability to every phase of execution
Telmac’s engagement model was built to solve a specific problem: most organizations only get professional leverage on their vendor relationships at moments of crisis, like a looming renewal, a merger, a budget mandate. By then, the vendor has had years to entrench its position.
Our process is designed to systematically reverse that dynamic, regardless of where an engagement starts.
The four stages aren’t sequential checkboxes. Each one builds institutional knowledge that makes the next one more effective, and that remains valuable long after the engagement ends. A client who went through this process with us three years ago still has the renewal calendar, the performance frameworks, and the documented vendor history. Their next negotiation starts from a position of strength, not catch-up.
Measurable results typically emerge within 90 to 100 days. The governance layer that sustains them is what we install in stage four, and it’s what separates a savings event from a structural improvement.
The audit phase isn’t administrative, it’s investigative. We surface the cost drivers, the renewal risks, the contract terms that have been quietly compounding against the client, and the leverage that exists but hasn’t been used. Because we see over a hundred topologies a year, we know immediately what’s normal and what’s not.
Strategy without independence is just a vendor pitch in sheep’s clothing. Telmac builds the sourcing strategy, evaluates alternatives, and develops the governance framework. We write the BRDs. We run the RFP. We tell you when the incumbent is the right answer and when a new vendor is your best option. Call it neutral, agnostic, impartial, unbiased, we make sure chosen vendors are absolutely the right ones for our clients.
Senior-led negotiation, vendor transition management, and hands-on implementation. We don’t hand off to a junior team once the strategy is set. The same people who diagnosed the environment and designed the solution are the ones at the table when it matters. We manage the vendors, coordinate the stakeholders, write the transition plans, and stay through go-live and operational handoff. Every commercial lever identified in the diagnostic phase gets deployed. Every contractual trap gets neutralized. Execution is where the recommendations either prove out or don’t. Ours do.
The governance layer is what turns a savings event into a structural advantage: renewal calendars, ownership accountability, performance scorecards with vendor commitments baked in, procurement policies that enforce discipline across the organization, and documented institutional knowledge that doesn’t walk out the door when a CIO changes. The procurement oversight structures we put in place ensure that vendor relationships stay managed, not just monitored. When we leave, the leverage stays.
Most engagements don’t have to end. For organizations that want to maintain the leverage, discipline, and governance infrastructure Telmac has already built an internal procurement function to sustain it — we offer ongoing fractional CPO leadership. Telmac stays embedded as your procurement authority: owning vendor strategy, managing renewals, driving sourcing decisions, and keeping commercial discipline in place across your technology environment. The capability, control, and outcomes of a mature procurement function, without the overhead of building one.
No pitch. No obligation. Just an honest conversation about what’s possible in your environment and whether Telmac is the right partner to help you get there.
