The client was extremely dissatisfied with the service being delivered by its network outsourcing provider. Costs were high, service quality was poor, and the relationship between the two organizations had become badly damaged. What should have been a stable outsourcing arrangement had become a source of ongoing frustration.

The situation was made harder by the contract itself. The customer had very limited leverage under the existing agreement, there were few practical remedies available, and the contract still had years left to run. Replacing the provider was not a realistic near-term option, so the client needed a way to improve the economics, restore working alignment, and drive meaningful change inside a difficult contractual framework.

TC2 was engaged to examine the client’s service issues, review pricing and costs, and develop a plan to drive improvement. Rather than treat the engagement as only a pricing exercise, TC2 worked across the broader problem, looking at where service delivery was falling short, where the client’s pain points were most acute, and how the commercial structure could be improved alongside day-to-day performance.

Based on that work, TC2 analyzed the contract, reviewed the key service issues, and translated the client’s concerns into a formal set of critical improvements that needed to be addressed. TC2 also worked with both parties to bring structure back to discussions that had become strained and unproductive.

A key part of the effort was leveraging TC2’s independent relationship with the outsourcing provider’s executive management to help reset leadership engagement and bring in new account team leads. In parallel, TC2 renegotiated pricing to improve transparency and reduce ongoing cost while continuing to press for practical and justifiable service and process improvements tied directly to the client’s most important issues. The result was a meaningful reset across pricing, service delivery, and the overall working relationship.