Connection map 16 shared vendors + 0 shared officers Open in explorer →
Shared infrastructure between the two committees. Larger circle = more combined spend; blue diamond = shared officer. Use the sliders to control how many connections show — fewer + higher threshold = readable; more = full picture.
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16
shared vendors
0
shared officers
$115,391,915
combined spend with shared vendors
Shared vendors 16 canonical vendors paid by both committees
| Vendor | NRSC paid | NRSC VICTORY paid | Combined | Active | Tx count |
|---|---|---|---|---|---|
| Targeted Victory, LLC | $67,080,307 | $1,290 | $67,081,597 | 2017–2026 | 1370 + 60 |
| IMAGE DIRECT LLC | $12,782,953 | $1,565,953 | $14,348,906 | 2017–2024 | 171 + 10 |
| FLS CONNECT LLC | $9,799,563 | $99,618 | $9,899,181 | 2017–2026 | 367 + 6 |
| JDB MARKETING INC | $7,717,552 | $296,764 | $8,014,316 | 2019–2023 | 74 + 4 |
| CMDI | $4,611,309 | $18,250 | $4,629,559 | 2017–2026 | 288 + 12 |
| PREFERRED COMMUNICATIONS | $4,590,595 | $33,603 | $4,624,198 | 2017–2026 | 178 + 5 |
| THE LUKENS COMPANY | $2,383,883 | $128,168 | $2,512,052 | 2017–2026 | 102 + 4 |
| MERKLE RESPONSE SERVICES, INC. | $1,403,622 | $133,160 | $1,536,782 | 2017–2021 | 70 + 18 |
| CLOCKWORK SYSTEMS | $1,393,027 | $54,458 | $1,447,484 | 2017–2026 | 121 + 4 |
| American Express Company | $403,104 | $938 | $404,041 | 2017–2020 | 46 + 5 |
| ANEDOT | $343,037 | $777 | $343,814 | 2019–2026 | 391 + 12 |
| US POSTMASTER | $258,658 | $3,880 | $262,538 | 2017–2020 | 16 + 4 |
| PINNACLE LIST COMPANY | $138,360 | $5,119 | $143,479 | 2017–2024 | 24 + 1 |
| LES WILLIAMSON LLC | $30,000 | $52,658 | $82,658 | 2017–2021 | 5 + 22 |
| CHAIN BRIDGE BANK | $46,833 | $11,751 | $58,584 | 2017–2020 | 1 + 44 |
| DIRECT RESPONSE GROUP | $0 | $2,726 | $2,726 | 2017–2019 | 2 + 1 |
Shared officers 0 persons listed on both Form 1 rosters
| Person | Role at NRSC | Role at NRSC VICTORY | Profile |
|---|---|---|---|
| No shared officers in cm.txt (only 1 officer per committee is stored — Form 1 amendment ingest needed for full rosters). | |||