CCaaS — Orange Business
Product leadership with an enterprise team · Turnaround
The starting point
Orange had already invested in licenses, people and infrastructure, but its contact-center product was losing money and faced closure. It was often sold as a virtual PBX, which hid the much bigger customer-experience problem it could solve.
A missing feature wasn’t the real issue. The target customer, offer, cost structure and delivery model didn’t fit together, and another round of development alone wouldn’t fix that.
Sell the enterprise outcome, not the telephony component.
What I did
- Rebuild the market picture I researched customer segments, contact-center use cases and competitors, including their actual commercial proposals. Comparing licensing, services, constraints and deployment models showed that several apparent competitors were selling to different buyers. I used agent seats as a practical unit of demand.
- Give different customers different offers I built a cloud, hybrid and dedicated on-premises portfolio instead of forcing every enterprise into one model. Packaging separated the base service, paid extensions and custom implementation. Managed infrastructure, connectivity and support became part of the offer.
- Connect price to delivery economics I dug into the built-in costs and reworked pricing, licensing and billing. The commercial model covered usage-based billing and temporary license increases, and spelled out delivery responsibilities and partner dependencies.
- Make the strategy executable I built a three-year investment case, trained sales teams and aligned product development, presales, procurement and operations. The work covered lifecycle processes, service scope and the partner value chain, not just a positioning deck.
The outcome
The product went from closure risk to profitability and became a core business line. It also opened opportunities for related cloud, connectivity, voice and managed services.
This was product leadership within a cross-functional Orange team. The profitability outcome is based on my own account of the turnaround; unreconciled margin multiples and financial forecasts are not presented as realized results.