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
$1,686,537
combined spend with shared vendors
Shared vendors 16 canonical vendors paid by both committees
| Vendor | MARLENE FOR CONGRESS paid | MARLENE FOR CONGRESS 2026 paid | Combined | Active | Tx count |
|---|---|---|---|---|---|
| AL MEDIA | $692,312 | $16,979 | $709,291 | 2023–2025 | 16 + 1 |
| PAYROLL DATA PROCESSING | $208,224 | $176,912 | $385,135 | 2023–2026 | 43 + 67 |
| MBA CONSULTING GROUP | $50,087 | $59,520 | $109,607 | 2023–2026 | 10 + 12 |
| ActBlue Technical Services, Inc. | $34,707 | $44,750 | $79,457 | 2023–2026 | 63 + 63 |
| GLOBAL STRATEGY GROUP, LLC | $24,750 | $52,000 | $76,750 | 2024–2025 | 1 + 2 |
| NGP VAN, Inc. (EveryAction) | $24,192 | $43,384 | $67,576 | 2023–2026 | 9 + 28 |
| KATTI, ADITI | $11,000 | $45,500 | $56,500 | 2023–2025 | 1 + 5 |
| TUNLAW STRATEGIES | $49,296 | $5,000 | $54,296 | 2023–2025 | 11 + 1 |
| EMILYS LIST | $17,750 | $35,965 | $53,715 | 2024–2026 | 4 + 5 |
| CARROLL CONSULTING GROUP LLC | $40,000 | $7,368 | $47,368 | 2023–2025 | 5 + 2 |
| THE PIVOT GROUP, INC. | $18,784 | $7,907 | $26,691 | 2023–2025 | 6 + 7 |
| SWITCHBOARD PUBLIC BENEFIT CORP. | $5,180 | $3,125 | $8,306 | 2024–2026 | 4 + 2 |
| GRASSROOTS ANALYTICS | $3,250 | $1,850 | $5,100 | 2024–2026 | 7 + 3 |
| AMALGAMATED BANK | $2,039 | $2,314 | $4,353 | 2024–2026 | 10 + 12 |
| USPS | $1,014 | $368 | $1,381 | 2024–2025 | 4 + 1 |
| DEMOCRACY ENGINE, LLC | $269 | $743 | $1,012 | 2024–2026 | 3 + 5 |
Shared officers 0 persons listed on both Form 1 rosters
| Person | Role at MARLENE FOR CONGRESS | Role at MARLENE FOR CONGRESS 2026 | Profile |
|---|---|---|---|
| No shared officers in cm.txt (only 1 officer per committee is stored — Form 1 amendment ingest needed for full rosters). | |||