Many cost savings stories start with a big change.
New vendors. New systems. Months of internal effort.
This one didn’t.
Our fintech firm client had:
~1,000 employees
13 offices and data centers
136 separate network services
Multiple bills from multiple vendors
Well over $1M a year in WAN, voice, and internet telecom spend
They were growing fast.
What they didn’t have was visibility into their spend.
No single inventory. No clear view of what each charge was for and what each service did. No way to tell what was still needed vs. quietly billing in the background.
No system to manage or optimize spending as the company scaled.
So every month, the bills got approved. And every month, money leaked out.
It was invisibility.
And invisibility compounds at scale.
When you can’t see:
what you’re paying for
why it exists
whether it’s still used
or if it matches the contract
You can’t control spend.
You can only tolerate it.
Rather than starting with renegotiation or vendor changes, we focused on visibility first.
No vendors were changed. No production services were touched.
We started by creating a complete service inventory.
Line by line. Mapped to location, purpose, usage, and contract.
That’s where the money was hiding.
We reviewed each charge for errors, utilization, and pricing drift.
Just a few examples:
MPLS ports billed above contract rates → $100,000 per year fixed, plus credits recovered
Legacy data center circuits that were no longer in use → $315,617 per year eliminated
A cybersecurity service still billing for an internet service shut down over a year earlier
Stranded credits sitting in old accounts → $35,280 sent back as a check
Multiple voice and data circuits with zero usage
None of this required new technology.
It required visibility.
Over $500,000 in annual savings, identified and executed in Phase One alone.
No vendor changes. No service interruptions. Minimal involvement from their internal team.
The client just had to approve the savings.
Their words, not ours:
“We’re saving money and didn’t have to do any work.”
Once the waste was removed, something interesting happened.
We weren’t just cutting costs anymore.
We were able to:
Identify where newer services made sense
Flag opportunities for upgrades or renewals with better pricing
Renegotiate aging services that were quietly drifting off contract
In other words: The same visibility that removed bad costs also created better options going forward.
That’s where additional savings came from.
And that’s why Phase One wasn’t the end.
Most companies don’t overspend on telecom because they’re careless.
They overspend because:
no one owns end-to-end visibility
bills are approved in aggregate
and “the bill looks like last month” becomes the strategy
If you can see everything, the savings stop being mysterious.
They become mechanical.
If you’re responsible for a large telecom or network budget and suspect there’s money hiding in plain sight:
Start with visibility.
If you want, we’re happy to:
review your current spend at a high level
estimate what Phase One savings might look like
and tell you if it’s worth pursuing or not
No prep work required on your side.
Just clarity.
This is typically most relevant for firms with complex, multi-location environments.
If it looks like there may be an opportunity, we run this as a done-for-you engagement.
We find the savings. We implement them.
No vendor changes required. No waiting for contract renewals.
If you want to see whether this applies to your environment, contact us or send me a DM on linked and we’ll start with a simple review.
Many cost savings stories start with a big change. New vendors. New systems. Months of internal effort. This one didn’t. The setup Our fintech firm client had: ~1,000 employees 13 offices and data centers 136 separate network services Multiple bills from multiple vendors Well over $1M a year in WAN, voice, and internet telecom spend […]
Most procurement teams do a great job negotiating contracts. But what happens after the contract is signed? That’s where millions in value quietly leak away. A Silent Gap in Vendor Management I rarely hear midsize firms or smaller enterprises talk about post-contract vendor cost management. They have sourcing. They have procurement. But they don’t have […]
