My journey with Amdocs started over 20 years ago. From championing delivery for our strategic account to leading global competency centers, I’ve had the privilege and the pleasure to work with the best of the best in our industry – both within Amdocs and at our customer organizations.
I left my Amdocs home for a few years after being presented with new types of compelling professional opportunities and came back two and half years ago for an even more compelling opportunity – to head up the unit responsible for the mid and lower operator market segments and as part of it leading the Amdocs Digital Brand Suite product.
Digital for everyone?
When I came back, I took a deep and wide look at the Amdocs BSS offering and thought that we need to address better the lower tier operators.
There is a plethora of players – whether in telco, finance, utilities, or other, who also need to manage and monetize the customer lifecycle, who want to offer innovative services on digital channels, and who want to leverage AI to drive growth.
Bottom line, there are so many B-brand, MVNOs and other organizations around the world who want and need to launch and operate digital brands without all the effort and cost of a multiyear digital transformation project.
Getting SaaSy with it
What I realized is that addressing their needs meant taking our BSS assets and adapting them to a different type of customer profile, and to come to these customers with a new business model.
So, in 2021, we took the Amdocs portfolio and repackaged all the relevant BSS solutions for the cloud. We knew that the only way to support these players and their need to offer digital experiences with ease, simplicity, and cost efficiency, is with a SaaS-based offering.
After six months of hard work, we had rescaled the existing Amdocs BSS architecture for the cloud and had created our minimum viable product (MVP) for validating customer needs.
Coming up to speed
Though, this was no easy task. At the time, our team wasn’t comprised of cloud experts. They never needed to be. But now all this had changed. The team had to gain the requisite domain expertise in cloud computing as well as in AWS specifically, as this was the platform, we selected to power our new SaaS offering.
But even before all that, we had to first make sure we had everyone’s buy-in. When bringing change, if you don’t communicate, engage, and inspire, your chances of succeeding are not going to be very high.
So, we went ahead and communicated, engaged, inspired . . . and trained. By June the entire team was on board, excited about this transition, and giving it their all. And, we had over 100 cloud and AWS experts on our team.
At this point, we were also done with putting all the finishing touches on our new SaaS pricing model. We completed the content creation and design for all our marketing materials. All our people had been upskilled. We were ready to go.
Facing a hard truth
But three months after the June 2021 launch, it became clear to us that the solution architecture we created from the existing portfolio wasn’t the right fit for the SaaS model nor for our target customers.
We had taken BSS assets that were designed for a large-scale customer base and came with many complex features that weren’t needed by our new target user. The hard realization was that there was a fundamental issue with architecture.
So, what did we do?
My CTO, Roey Ben-Amotz and I sat down with the unit’s leadership team and came to the painful but necessary conclusion that while the way we did things was right, our solution was neither right for our customers nor for theirs.
What we had to do now was to start from scratch.