Our approach
Find opportunities within existing expenses. Review the evidence. Implement the changes you approve.
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Start with tax credits, insurance and benefits, or freight. Then shape the review around the spending and opportunities relevant to your organization.
01Review potential credits and recoveries with the relevant specialists, based on your organization’s eligibility.
A reported example identified previously unclaimed Louisiana-specific tax savings for a business with properties in the state. Eligibility depends on location and circumstances.
02Examine insurance and employee benefit costs, coverage, and arrangements with qualified specialists.
A reported example reduced total fees on an $8 million, 135-participant retirement plan from 1.05% to 0.42%. This is a plan-cost example, not a promised operating-profit gain.
03Review shipping charges, carrier agreements, and service requirements across your freight spend.
A reported example achieved a 25% freight cost reduction for a pharmacy chain through negotiations with its existing carrier, supported by four to five email exchanges.
Review voice, data, connectivity, and recurring charges against actual usage.
Discuss this areaExamine utility bills, usage, rates, and contract terms.
For a business using 2.54 million kWh annually, a reported example showed this annual energy saving before tax. The reported total including avoided tax was $132,267.
Review recurring service agreements, purchasing terms, and supplier invoices.
A reported example showed kitchen-supply and food-cost savings across a six-location restaurant chain. Trash liners alone accounted for $9,000 of the reported annual savings.
Examine property-related operating expenses and agreed lease costs.
Discuss this areaReview banking charges, cash management services, and related commercial terms.
Discuss this areaReview supplier payments for billing discrepancies, duplicate charges, and potential recoveries.
The audit example showed two invoices paid twice, for $782.58 and $2,297.58. These are specific duplicate amounts to investigate for recovery, not recurring annual savings.
These reported examples are drawn from specialist reference materials; they are not Pendrill client results or guarantees. Amounts reflect the stated savings or opportunities, before engagement fees unless noted; source summaries do not establish net benefit. Outcomes depend on eligibility, spending, and agreed changes. Some benefit and procurement strategies involve changes to existing arrangements. We agree the scope before work begins.
Explore all nine review areas ↗You should understand the scope, your team’s involvement, and the commercial terms before you commit.
Start with a spreadsheet of all vendor costs. We map the spending and existing arrangements, then agree which areas merit a closer review.
Specialists examine the agreed invoices and contracts. Review the findings, assumptions, proposed changes, and fees before implementation.
Put approved changes into practice and compare results with the agreed baseline. For supplier-related engagements, we manage the agreed supplier relationships for five years to help sustain the improvements.
Performance-based does not mean the details should be left open.
For organizations with 25 or more employees and a reason to examine overhead more closely.
You may have many vendor relationships, limited internal review capacity, or a need to revisit long-standing arrangements. Your team provides context and approves decisions; specialists contribute category knowledge and analysis.
This work complements your existing advisors. It does not replace accounting, legal, insurance, or tax advice.