A global FinTech leader delivered $3.5M in monthly spend reduction.
New leadership inherited fragmented contracts, acquisition-era inventory gaps, and an aggressive cost mandate. A nine-month optimization initiative exceeded the executive target and reset the carrier portfolio.
- Shared Savings — invoice audit & recovery
- Blueprint — visibility & contract normalization
- Carrier benchmarking & renegotiation
- Inventory reconciliation across providers
- Lifecycle Management — ongoing control & continuity
- $3.5M monthly spend reduction — exceeded the executive target
- Recovery of billing errors and elimination of unused services
- Stronger carrier contracts via data-driven renegotiation
- Restored visibility into inventory and spend
- Scalable cost management framework aligned to CFO mandate
Pre-engagement state.
A global financial technology provider was preparing for major contract renegotiations with core telecom vendors — including AT&T and Lumen — while new leadership launched aggressive cost-reduction initiatives.
Despite an existing TEM solution, years of acquisition-driven growth had left the company with incomplete inventory records and limited visibility into whether services were necessary or cost-optimized. Telecom assets were fragmented across contracts, and buying power had not been fully leveraged in years.
Leadership set a clear mandate: reduce monthly telecom spend from $15M to $12M through a comprehensive optimization strategy — without disruption to global operations.
The operating model, applied.
The same enablement infrastructure — Shared Savings, Blueprint, Lifecycle Management — surfaced inside this account.
Shared Savings — optimization first engagement
The engagement opened on optimization economics, not a procurement event. EnTelegent audited invoices, reconciled contracts to actual inventory, and recovered charges for mis-billed or disconnected services — funded entirely by realized savings.
Blueprint — visibility as a financial instrument
Reconciled inventory and benchmark data were unified into a single source of truth. Leadership could now model the cost-to-serve of every line item and quantify the optimization opportunity before negotiating with carriers.
Carrier renegotiation — leverage restored
Competitive bids and benchmark data were assembled into a negotiation posture against AT&T, Lumen, and alternate providers. The renegotiations produced commercial terms that compounded the audit savings.
Lifecycle continuity — scalable governance
The framework persisted beyond the nine-month engagement: ongoing inventory hygiene, contract calendaring, and benchmark refresh — converting one-time optimization into recurring control.
Quantified impact across cost, control, and continuity.
Exceeded the CFO's target, reducing telecom run-rate spend from $15M to under $12M monthly.
Acquisition-era gaps closed; every active service mapped to a contract, location, and owner.
Renegotiated commercial terms with AT&T, Lumen, and alternates — locking in the optimization.
See how optimization funding creates modernization opportunity.
This engagement is one application of the EnVision operating model — the same infrastructure available to every Bridgepointe strategist.