| Consortium major UK Telcos | A proposal by Ofcom required the creation of a Third Party Validator (TPV) to verify sales to consumers, either online or via a contact centre We designed a target operating model for the start up TPV, and prepared a business plan for the full costs of its implementation and operation. Accurate assessment of the costs killed the regulator’s proposal |
| Near-east telco | 'Near shoring’ is an alternative to offshoring in places like India. Turkey has good levels of education and valuable range of language skills. We assessed its capabilities to support a variety of services, defined the Operating Model and policies required to make it the “near-shore of choice” for European clients, estimated revenues and costs. This business case was supplemented with economic analysis to show a major opportunity to increase GNP. |
| Premium TV | The design of a tax efficient operating model for a Pay TV business led to the creation of an entity in Luxembourg from which service was delivered to UK consumers. Key to its tax efficiency, was that business risk decisions were taken by competent people in Luxembourg. We provided resource to (1) perform a key role and (2) to ensure decision making behaviour in the legacy UK part of the business changed to support the new model. |
| Utility entry into telecoms | Assessed preparations to for a utility to enter the telecommunications market as a reseller. Used expert knowledge to put in place the actions required to complete the implementation plan and overall business design, accelerating implementation. |
| Altnet start up – moving to a retail play | Assessed preparations to launch an Altnet, originally intended to be a “wholesale” business. Found significant gaps between the business design and that needed to deliver the management team’s ambitions. Identified the necessary actions to close the gap. |
| Start-up national utility | We fulfilled a number of key roles as this start-up utility. We prepared a negotiation position paper that enabled a diverse management team with differing perspectives to coalesce around a clear negotiating position. Establishing agreements with local authority was the single most important deliverable that the start-up required. Despite some buffeting the team remained focussed and delivered them |
| Altnet Energis | Designed then recruited a product management team. Defined a service implementation process and cross functional team ways-of-working needed to implement an approved business plan. Analyzed markets, innovated, defined services and relentlessly drove through to commercial launch of services to deliver business plan revenues |
| Telco – launch of cloud Contact Centre service | Defined and priced service, taking proposals through various bureaucratic controls. Relentlessly drove through to commercial launch of services to deliver business plan revenues. |
| Altnet -Germany | Defined a service implementation process and cross functional team ways-of-working needed to implement an approved business plan. Analyzed markets, innovated and defined services |
| Telco – launch of cloud PABX service | Business case repair. Enabled a major project to overcome crippling launch pricing, by identifying errors in the techniques used to assess its value the original business case. Liaised with key players in finance, marketing and product management to agree the necessary change |
| Telco – case for CFM start-up | BT plc – Led cross-divisional work on business case for BT to start-up a Communications facilities management business. Investment involved spend of £215m. Obtained consensus on way forward and business case |
| Major Telco - launch of GPRS/2.5G | Assessed preparations to launch GPRS and found significant gaps in both the business design intended to create value from the service and the programme plan. Delivered the necessary actions to close the gaps, resulting in a successful launch |
| Green deal | Target operating model design of a finance company to support the Government’s Green Deal policy |