Pendrill & Associates
We recover money your business may be missing through reviews of tax credits, insurance and benefits, freight, and operating costs.
Our specialists help implement the savings, without changing suppliers and with minimal demands on your team.
Five years of supplier management to help sustain the savings.
Let’s talk for 15 minutes
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.
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 ↗Without changing suppliers, with minimal demands on your team’s time.
Potential outcomes, not guaranteed results. Opportunity depends on spending, eligibility, and the scope of review. These are separate measures, not equivalent calculations.
Recurring savings can improve operating profit—and, where valuation multiples hold, increase the value of your business.
One-time refunds and credits add value too, but should be assessed separately from recurring earnings.
Founder · Healthcare & general practice
Former Global Head of Healthcare at ABN AMRO. Ranked in the global top three for ten consecutive years. Four years in a senior role at Citi.
Professional background ↗Nonprofit practice
CPA and former Global Head of Private Client Solutions at Citi, with financial-services leadership and nonprofit board experience.
Professional background ↗For organizations with 25 or more employees that want a disciplined review of overhead without building a new internal team.
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.
A credible result starts with a documented baseline and ends with a benefit you can verify.
Distinguish recurring savings from one-time refunds. Account for fees and implementation costs. Agree how the result will be measured before work begins.
We typically begin with a spreadsheet of all your vendor costs. We review the spending, identify where a closer look could pay off, and request supporting invoices or contracts for the priority areas. Your team stays focused on running the business.
Fees are linked to savings under the terms of your engagement. The fee rate, calculation period, eligible savings, and any other costs should be agreed in writing before work starts.
Some opportunities involve correcting bills or improving terms with existing suppliers. Other changes may require a different arrangement. Any proposed change should be reviewed and approved by your organization.
Your team identifies a point of contact and typically provides a spreadsheet of all vendor costs. We use it to prioritize the review, then request supporting invoices and contracts where needed. Your team approves recommendations. No documents are needed for the introductory conversation.
Timing depends on the categories reviewed, data availability, and implementation requirements. We discuss the expected stages and timing once the scope is understood.
The engagement should complement your finance team, accountant, and other advisors. Tax, insurance, and benefits decisions require the relevant professional input.
That depends on actual spending, contracts, and eligibility. An employee count alone cannot establish an expected recovery. Our scenario tool shows the arithmetic without presenting it as a forecast.
