One relationship for your external network.
Independent consultants, former employees now contracting, regional specialists, small firms. Each one is a contract, a renewal, a rate negotiation, an onboarding, a currency and an internal owner. HBN takes over the contracting layer and leaves the working relationships alone.
Tell us what you needThe problem isn't administrative cost. It's where your senior capacity goes.
Every one of those agreements consumes commercial, legal and management attention. Time spent negotiating and administering cost-side supplier contracts is time not spent on revenue-side customer contracts. In a company of 50 to 500 people, that is the same handful of senior individuals in both cases.
Twenty external people, twenty relationships
One master agreement
Nobody has to leave.
This is not a replacement programme. The consultants you rely on keep doing the work, with the same people, on the same projects. HBN contracts with them underneath and consolidates the commercial layer above. What changes is your paperwork, not your delivery.
Where you would also like to change something — a rate structure, an inconsistent set of terms, a contractor who should be employed properly somewhere — consolidation is a sensible moment to deal with it.
Four steps.
Map the network
Who is engaged, on what terms, in which currency, owned internally by whom, and renewing when.
Agree the scope
Which relationships move to HBN, which stay direct, and what the master agreement needs to cover.
Novate and contract
HBN contracts with each consultant or supplier and enters one agreement with you. Continuity of work is the priority throughout.
Run it
One invoice, one renewal conversation, one point of contact. Adding or removing people becomes a change under an existing agreement.
On consolidation and contracting models.
What changes for the individual, what changes for finance and legal, and how to sequence it without losing the people you rely on.
Four models, four different purchases. What each one delivers, what it assumes you have already decided, and where each one is the wrong answer.
How many external agreements are you carrying?
A rough number and a list of names is enough to start the conversation.