A global telecom brand moved its content syndication onto a programmatic marketplace, cut the cost and delay of working through traditional aggregators, and gained lead-level control it never had before.

Mitel's marketing team had a demand-generation engine to feed, and content syndication was a core part of it. The problem was the way it had always been bought. Working through traditional syndication vendors, the team hit the same friction every quarter: cost per lead ran high, support was thin and slow, and campaigns took a long time to set up and get live. None of it was a reason to stop syndicating content. The team wanted to keep the pipeline coming while spending less to get it, moving faster, and holding more control over what actually reached their systems.
Mitel started with Audyence in March 2025 on a pilot, specifically to test lead quality and performance before committing. The cost per lead came in lower than the team was used to seeing from traditional aggregators. Support was more responsive. Campaigns went live faster. And the buying process itself was simpler: a straightforward RFP with a 24-hour bid turnaround. Where standing up landing pages with a traditional vendor could take about a week, the team moved faster on Audyence. The pilot did its job, and Mitel made a deliberate decision to centralize its content syndication on the platform.
Audyence changed the day-to-day of how Mitel runs content syndication, across four things that matter to the team.
Two more habits keep the model working: a direct Marketo integration, so leads flow into the systems the team already uses with no manual handoffs; and repeat quarterly campaigns with refreshed suppression lists, so each new campaign reaches net-new audiences instead of the same names again.

The clearest signal is what Mitel did next. Rather than keep content syndication spread across vendors, the team centralized it on Audyence and expanded it, running programs across multiple audience sectors and adding new ones over time. That expansion took a quarter, at a cost the team could predict and plan around, with lead-level control it had not had before. Mitel kept the qualified leads flowing, while spending less and moving faster to get it.