Telecom Case Studies

Telco Due Diligence (Pre-M&A)

Executive outcome: Decision-ready diligence that reduced valuation uncertainty and supported renegotiated deal terms.

Problem

A private equity client evaluating a regional telecommunications operator commissioned a rapid, issue-focused review of strategy, commercial upside, and operational and capex risk exposure.

Action

Commercial review: Market sizing, ARPU/churn, customer segmentation, and key contract risks.

Strategy & value: Stress-tested forecasts, identified pricing and cross-sell levers, and modelled three scenarios.

Operations audit: Network capacity and lifecycles, OSS/BSS, capex plan, vendor contracts, site visits, and management interviews.

Risk map & integration checklist: Top risks, mitigations, and a prioritized 100-day plan.

Result

• Delivered a clear, decision-ready due-diligence report that reduced valuation uncertainty.
• Identified near-term opex savings and multi-year revenue upside, and recommended purchase price adjustments and an escrow to mitigate capex risk.
• The client used these findings to renegotiate deal terms and launch a focused post-close integration plan.

Organizational Structure Transformation at a Large Fixed Telecom Company

Executive outcome: Business-unit structure that improved commercial performance, time to market and B2B competitiveness.

Problem

The telecom operator historically followed a functional and regional organizational structure, where key functions - particularly Commercial, Customer Service, and Network - were managed locally within each geographic region. This structure led to inefficiencies, especially in commercial areas. The company decided to transition to a Business Unit-based structure, with the Commercial function reorganized into three verticals: B2B (including B2G), B2C, and Wholesale.

Action

• Served as consulting partner with responsibility for designing the new commercial organizational structure and managing the transformation program, including oversight of change management.
• Developed a detailed organizational design for each business unit, defining structures across three to four levels with clear roles and responsibilities.
• Supported execution of organizational changes by engaging key stakeholders, resolving issues, and providing escalation and decision support as required.

Result

The organizational transformation delivered a significant improvement in commercial performance, accelerating time to market for new products, tariffs, and promotions, and strengthening B2B competitiveness through the introduction of a focused and efficient direct sales organization.

ERP (Oracle) Planning, Design and Implementation

Executive outcome: Standardized master ERP solution prepared and supervised for headquarters and seven regional branches.

Problem

A large telecom enterprise launched a large-scale ERP selection followed by a full implementation program. The company chose to deploy a comprehensive ERP solution covering finance, sales, order management, supply chain, and related functions.

The solution was planned for rollout across seven territorial branches as separate ERP instances with unified functionality and common standards.

Action

Served as project and later program manager, leading the initiative as head of the consulting team across three phases: requirements definition and ERP selection; implementation planning and design of a master system to be deployed at headquarters and rolled out across territorial branches; and program management of the ERP solution implementation.

Result

• In the first phase, a comprehensive analysis of technical, business, and operational requirements led to the selection of the Oracle ERP platform.
• The second phase focused on the design of a standardized master solution, fully configured to meet functional requirements and prepared for rollout across the company's branches.
• In the third phase, implementation of the master system was supervised at headquarters and across seven regional branches.

Data Center Strategy for a Large Telco

Executive outcome: Board-approved five-year strategy that supported construction of three data centers with more than 10,000 racks.

Problem

The largest fixed-line telecom incumbent evaluated an expansion into the data center business to meet internal demand and offer services to the external market.

Action

Served as lead principal, responsible for overall project leadership. Key responsibilities included:

• Data center market analysis.
• Scenario-based forecasting of data center demand and supply.
• Financial and strategic assessment of build-versus-buy options.
• Development of a data center growth strategy, including a detailed financial model, designed to create synergies with the core telecom business.
• Strategic definition of the base development scenario, with clearly articulated optimistic and pessimistic variants.

Result

The company developed a five-year data center business strategy, which was approved by the Board of Directors.

Within four years, three data centers with more than 10,000 racks in total were built, positioning the telecom operator as the second-largest national player in the data center market.

Post Merger Integration of Fixed and Mobile Operator

Executive outcome: Integration program delivered more than 100% of planned post-integration synergies.

Problem

A large mobile operator acquired a mid-sized fixed-line telecom company. The project focused on integrating business processes, organizational structures, and - most importantly - corporate cultures.

Action

Served as senior executive overseeing project implementation and leading the PMO.

Under this oversight, a new organizational structure was designed, key business processes were restructured, and a detailed action plan was developed and executed. Progress was closely monitored, including achievement tracking, issue resolution, and management of organizational and people-related changes.

Result

The company achieved more than 100% of the planned post-integration synergies.

Post Merger Integration of Telco Companies

Executive outcome: Unified operating company delivered on time and within budget.

Problem

A holding company comprising a national backbone operator and seven regional retail telecom operators decided to consolidate into a single operating company.

Action

Served as lead program manager for the overall integration program. Designed and mobilized a functionally structured integration team covering sales and marketing, finance, IT, network, procurement and logistics, and customer care.

Established a rigorous program charter and governance framework, and actively managed and reviewed the performance of each workstream to ensure alignment and coherence across all redesigned processes.

Led weekly program governance meetings to review progress, surface and resolve issues, agree corrective actions, and track execution results.

Ensured delivery of targeted synergies across the integrated organization.

Result

The company successfully transitioned into a unified operating entity, delivering the program on time and within budget.

5G Strategic Modelling

Executive outcome: Board-approved 5G investment roadmap balancing rollout options, services and capex scenarios.

Problem

A large telecom operator required a strategically sound 5G rollout plan to optimize investment levels, strengthen market share, and support the launch of new services.

Action

Served as partner responsible for the engagement, leading detailed analysis of the market environment, evaluation of network rollout options, development of the new services roadmap, and capex estimation across alternative rollout scenarios.

Result

The selected 5G investment roadmap was approved by the Board of Directors.

Data Analytics Business Strategy (JV of Telco and Bank)

Executive outcome: New data analytics strategy with Board approval for a USD 30 million investment.

Problem

A newly established joint venture was created to monetize data assets from its parent organizations - a large telecom operator and a major bank.

Action

• Conducted big data market analysis.
• Defined data-driven products and services.
• Evaluated monetization options.
• Developed the supporting business case.

Result

Developed a new business strategy.

Secured Board approval for a USD 30 million investment.