Verizon is a Fortune 100 company and is the second largest telco in the US and has a large presence in the wireline and wireless segments of the telecommunications industry, with revenues of over $110 billion annually.

Verizon Engagements at a Glance:

FiOS Program (2004-2006):

FiOS was a $20 Billion game changing program that would launch Verizon into the pay-TV business.  It was high profile and high visibility program with little margin for error. The FiOS TV infrastructure was one of the most complex infrastructures ever deployed in the telecom industry.  Several networking, application technologies and platforms needed to be integrated together for the first time to deliver high quality triple play services. BusinessOne was chosen to manage key aspects of the Program Management Office.  BusinessOne was deeply involved in the program from the Business Case phase to the first ever installation of the FiOS customer in the U.S.  BusinessOne contributed in the following key areas of the Program:

  • Business Case
  • Organizational Mobilization
  • Program Plan of Record for over 12 Core Work Streams
  • FiOS Program Executive Dashboard (circulated to VPs and above)
  • Video Network Planning and Engineering (SHE’s, VHO, VSO, FTTP, Long Haul)
  • Subscriber Management Systems and Processes
  • STB and Interactive Applications development
  • Content Management
  • Field Operations
  • Sales Channel Readiness and Playbook
  • Franchise/Regulatory Compliance
  • Customer churn analysis and predictive churn reduction strategies
  • Operational Metrics and Analytics – Defined requirements for tracking business operations

Business Outcome:

Accelerated Time to Market

  • Zero to launch in under 6 months for Greenfield location, under 10 months for  Overlay location 
  • Launch of VOD and interactive services

Increased Market Share:

  • Achieved 20% penetration in overlay market area
  • 60% penetration for higher-end STBs and services

Customer Satisfaction:

  • <5% churn
  • One Bill for voice, data and video services
  • Single point of contact for Customer Service
  • 24X7 customer support

Acquisition of MCI by Verizon (2006-2008):

Under very aggressive timeframes led the multi organizational effort to consolidate products, processes and systems:

  • Over 4000 different products
  • Over 20 order entry systems/methods
  • Over 10 Order Management Systems
  • 4 Provisioning and Network Inventory Systems
  • Over 20 Billing Systems
  • 5 Repair and Maintenance Systems
  • 11  Dot Com Portals and countless micro sites from various mergers and acquisitions
  • Development of the Future State Business Processes for Network, Customer and Product business functions
  • Development of a Roadmap for the above areas
  • Over 2000 line item Business Requirements for OSS/BSS a delivered in under 3 months, with quantification of cost savings
  • Facilitated the negotiation with VZ-IT to agree to a development roadmap to deliver synergies of over $500 Mil within 2 years

Business Outcome:

  • Helped realize merger synergies of over $500 Mil and improving operational efficiencies and productivity in Global Service Delivery, Network Planning & Engineering and Network Operations organization
  • Initiatives identified in the roadmap moved the Order/Provisioning Flowthru from 8% to 33%

Project North (2010):

  • Verizon wanted to spinoff their non-strategic assets in 14 states to Frontier Communications.  The Public Service/Utility Commissions (PSCs/PUCs) in the impacted states mandated that certain conditions are met to ensure that the spin off does not impact the public in their states.  They were concerned that 2 previous spinoffs (Fairpoint Communications and Hawaii Telecom) ended in Chapter 11 bankruptcy.
  • The mandate included that Verizon provide OSS and BSS that are operational and that it allows Frontier Communication to conduct business in those states without any disruption.
  • BusinessOne was invited to manage the PMO for the partitioning/replication, testing and integration of Operational Support Systems (OSS). The OSS included over 150 systems including Order Entry, Provisioning, Network Inventory, Trouble Management, Network Management, Emergency Services, Number Portability and several other systems databases with thousands of users across .

Business Outcome:

  • Successful spin off of Network and over 150 Support Systems on time with minimal fallout.


PepsiCo, Inc. (NYSE: PEP) is one of the largest multi-national food and beverage companies in the world with over 330,000 employees and over $66 billion in annual revenue. PepsiCo is the parent company of 22 brands, including Pepsi, Frito-Lay, Tropicana, and Quaker.

Pepsico had decided to get into the yogurt business, with a tie-in with the german firm  Müller as a supplier, until their a factory is up and running.

PepsiCo Engagements at a Glance:

Müller Quaker Go-to- Market Strategy  (2011-2013):

  • Strategy Validation – Planned and Activated teams nationwide to collect Product, Pricing, Placement and Promotions date from over 50 supermarkets nationwide
  • Developed methodology for data collection, validation and presentation.  Collected data on over 6500 SKUs across various markets
  • Developed customized reporting tool that provided analytics capability to slice data by geography, super market, price, size, flavor, product type, brand name and promotion
  • End-to-End Program Management – Managed logistics, and execution

Business Outcome: The data helped PepsiCo fine tune and validate their market entry strategy to introduce Müller yogurt nationally.

Müller Quaker Experimental Marketing (2011-2013):

BusinessOne was engaged by Pepsico to assist in the development of marketing  campaign to roll-out of the yogurt product line.

  • BusinessOne worked with Müller Quaker stakeholders to develop a plan for the distribution of yogurt for sampling purposes.
  • The purpose of the sampling effort was to (a) create awareness of the brand characteristics and brand promise  (b) obtain feedback from target customer (c) refine the product messaging, placement, promotion and pricing (d) align and balance the supply chain with demand for the product
  • Event Marketing:  BusinessOne scanned and selected key events/conferences/conventions that would be attended by the target buyers of the product and developed campaigns to show case, sample and distribute the product
  • Managed the schedules, logistics, transportation, supply chain and distribution

Business Outcome:  Enabled Pepsico to extend the brand awareness and fine tune their  supply chain and sales forecasts.

OVERVIEW OF THE CLIENT: One of the largest ISP and Service providers in the US

One of the largest ISP and cable services provider in the U.S embarked on an ambitious program to upgrade its TV delivery infrastructure and move away from the legacy RF based infrastructure to a more IP-TV based delivery model, and while doing so create a world class internet like user experience that is available  ANY TIME, ANY PLACE and on ANY DEVICE.

In 2009 BusinessOne was chosen to assist in the development, integration, deployment and program management of the X1 Platform and related products.

Engagements at a Glance:

 X1 Program – NETO – Systems Engineering (formerly CET): 2009 

  • CET – Led the definition of business requirements for Ordering, OM. Inventory,  Provisioning and Care for Xcalibur Program
  • Definition of Functional Architecture to support X1 Product/Program (Entitlements flow)
  • RFP, Vendor Evaluation/Selection and requirements for e-Wallet and Payment Gateway

 X1 Program – Technology & Product  (formerly CCS ): 2010 – Current

  • Program Management of  various development work streams and managed full lifecycle from Ideation, Sprint Planning, Development, Integration, QA, Deployment and Retrospectives for the following functional areas:
  • STB Development 
  • Cloud UI Development
  • Back End Systems 
  • Pandora, Weather and Traffic App
  • QA and Integration for the above
  • Support in the regions for Technical Trial, Employee Trial, Market Trial and Launch in 6 markets in 2012 & 2013. More markets in 2014
  • Market Launch Checklist for Go/No Go

 Xfinity on Xbox and Smart TV  – Technology & Product (formerly CET): 2010 – 2014:

  • Chosen as liaison to manage the technical relationship with Microsoft  for Xfinity on box
  • Program Management of the Development and Implementation of the Xbox associated cloud and back end  systems for the following functional areas
  • Authentication and Activation
  • Device Registration
  • Provisioning, Entitlements and Billing
  • QoS, Class of Service Definitions
  • Error Code Reporting and Fallout Handling
  • Dynamic Ad Placements (Pre and Post Roll)

  Xfinity on Campus Program – Technology & Product : 2013 

  • Program Management of the Development and Implementation of a multi-tenant, Over the Top, IP-TV video product for Universities
  • Program Management of the the following functional areas
  • Authentication and Activation
  • Device Registration
  • Provisioning, Entitlements and Billing
  • Error Code Reporting and Fallout Handling
  • UI Evolution and Release Management
  • Metrics and Reporting
  • iPhone and iPAD UI Design and QA

Business Outcome:

  • X1 was launched and currently has over a 2 Mil STBs in the field
  • Cloud DVR was launched in several markets in 2014
  • Xbox was launched and has over 800K subscribers
  • Xfinity on Campus was launched in North Eastern Division in Oct 2013 and more Universities are being added every quarter