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TP As a Service Presentation Debbie
The document discusses how IT departments spend their time and how their role is changing. It describes how IT is shifting from acquiring hardware to focusing on training, new skills, and reworking their model. It also outlines how communication and cloud services are evolving from individually managed solutions to unified "as a service" offerings that are fully managed and outsourced.
TP As a Service Presentation Debbie
- 2. The Dynamic Roleof IT – AITP CIO Panel, April 2016 Partner with business units and stakeholders, innovate with a business driven perspective Anticipate business needs / direction and build solutions to allow the business to move quickly and nimbly, i.e., cloud roapmap Applying sound principles to technology approach and acquisition -- standardize, templatize, simplify Requires more time spent training & learning, developing new skills, reworking the IT model
- 3. Where IT spendsits time - AITP CIO Panel, April 2016 Acquiring and deploying hardware-based solutions Reviewing vendor & carrier services invoices, chasing bill credits Managing installations, outages, and upgrades Dealing with licensing and maintenance costs & renewals BLOCKING AND TACKLING
- 4. How do youNavigate an Unmanageable Number of Choices?
- 5. Core Competencies Global Network Sourcing Mobility Broadband Cable &DSL Data Center Connectivity Conferencing & Collaboration Cloud Connectivity MPLS/DIA Global Sourcing
- 6. Cloud/Managed “As aService” Solutions Mobility (MaaS) Unified Communications (UCaaS) Network (NaaS) Contract (CaaS) “As a Service” Technology Expert Our Value-Added Role
- 7. The Heart of“As a Service” “As a Service” Model Blocking & Tackling Focus Better, Faster, Cheaper Important but Tactical Expertise Sourcing
- 8. “As a Service”Examples Mobility As a Service Unified Communications As a Service Network As a Service (Managed SD WAN) Contract As a Service MaaS UCaaS CaaS NaaS
- 9. 1st Generation • MobilityPhones • Carrier Contracts • Internal procurement, config. & deployment 2nd Generation • MDM for security • Handle all config. • Different group than group handling Mobile Carrier interaction 3rd Generation • Mobile TEM for Cost Management • 3rd vendor to manage • May fall under a 3rd dept. internally Next Generation • Fully Managed-all aspects • Outsource: Helpdesk, procurement, MDM,TEM, deployment, config. • Predictable Cost Model Mobility As a Service (MaaS)
- 10. 1st Generation • TraditionalPBX- licensing & upgrades • Internal Expertise- Program • Costs- Maintain & upgrade 2nd Generation • Server based PBX • Procure Audio Conf. service & Web Conf. service • Often 3 different providers 3rd Generation • Addition of Video Conf. • Unification of Audio & Web Acceleration Next Generation • True Unified Communications - IM, Presence, Conf. & Collaboration, Faxing, Voice Messaging, Video Unified Communications As a Service (UCaaS)
- 11. 1st Generation • WAN •MPLS as Primary 2nd Generation • Redundancy • MPLS or DIA as secondary 3rd Generation • Acceleration • Application Prioritization Next Generation • Fully Managed Outsource • SD WAN • Dual Connections • Optimized & Managed Network As a Service (NaaS)
- 12. 1st Generation • Endof Contract: Customer negotiates with carrier 2nd Generation • End of Contract: Customer pursues competitive quotes directly • Test the market 3rd Generation • End of Contract: Customer has Communications Broker provide quotes & migration services Next Generation • Renegotiation during contract term • Full service audit & Benchmark • No need to switch carriers Contract Negotiation As a Service (CaaS)
- 13. Inc. 5000 FastestGrowing Companies 3 Consecutive Years In business for over 12 years. Manage over $60 million in combined annual billing for voice, data, mobility, and cloud services. Long term partnerships with carriers and vendors, and customers Average tenure of employee is 8 years.
- 14. Our Value inthe Pre-Sales Process. Consult with client regarding your objectives for change or growth. Present options to change the model and discuss the advantages of a new architecture (Converged, SIP, Cloud) Engage the solution vendors on your behalf to acquire competitive pricing for comparative Facilitate contract negotiations, coordinate services orders and professionally project manage the implementation process Simplify a complex and frustrating process.
- 15. Our Value inthe Implementation Process We own the solution implementation process. A TeleProviders Operations Manager will serve as your Project Manager to oversee the entire implementation. We remain an engaged resource for lifecycle management throughout the relationship. TeleProviders is trained and supported as part of the vendors team.
- 16. Our Value inthe Post Sales Process Provide a complete inventory of services upon project completion and sign-off Review your first carrier services invoice to ensure all services are properly billed. Quarterly account review of all services managed by TeleProviders including Project Status, Contract Status, Trouble Ticket History, and Invoice review. Escalation of open trouble tickets with carrier Point of consistency regardless of carrier reorganization and account ‘shuffle’.
- 17. We love tomake our Clients look like…