Cloud Contact Center — Orange Business
Product lead, working with the Orange team · Investment recovery
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 private telephone switchboard, which hid the much bigger customer-experience problem it could solve.
The target customers, offer, costs and delivery model did not fit together. Adding features would not resolve those problems.
Reposition the product as a full contact-center service.
What I did
- Researched customers and competitors 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.
- Created offers for different customer needs 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.
- Reworked pricing and costs I reviewed the cost structure and reworked pricing, licensing and billing. The model included usage-based charges and temporary license increases, with clear responsibilities for delivery and partner support.
- Prepared the team to deliver and sell I built a three-year investment case, trained sales teams and coordinated product development, presales, procurement and operations. Together, we defined the service scope, lifecycle processes and partner responsibilities.
The outcome
| Metric | Before: | After: |
|---|---|---|
| Revenue | 1× baseline | 2× in 12 months |
| Profitability | Loss-making | Profitable |
| Business status | Closure considered | Core business line |
Within one year, revenue doubled. 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.
I led the product work within a cross-functional Orange team. The revenue and profitability results are based on my account of the recovery; underlying financial data is not published and forecasts are not reported as achieved results.