“These awards belong to our teams. The judging panel examined how we design and run programs for the businesses we serve, and the recognition, in a field that included some of the largest brands in the United States, reflects the standard our people hold themselves to every day.”
Fifteen years ago, this began as a contact-center outsourcing contract. Today it is one of the largest single-account B2B CX engagements in US telecom — 76 live programs generating more than $60M in annual revenue, delivered from nine sites on four continents under a single operating model. The client’s own customers are federal agencies, hospitals, and public-safety networks, so customer experience here is not a marketing layer. It is a network-reliability discipline.
The scope now runs well beyond front-office care into deep-network operations: circuit provisioning, TDM grooming, datacenter exits, carrier-hotel reconciliation, SD-WAN order management, GPON site-readiness, and cross-operator voice porting. Every one of those workflows is a B2B touchpoint — when a circuit is provisioned late, a hospital or public-safety agency experiences it as service failure. One operating model, one SLA framework, one governance structure: shared accountability, end to end, rather than a buyer–vendor transaction.
What this partnership had to solve
At this scale and regulatory exposure, a partner that can’t operate inside shared SLAs, audit regimes, and compliance obligations isn’t a cost center — it’s a source of revenue leakage and regulatory risk.
Zero margin for error
Every interaction touched regulation, revenue assurance, or operational continuity. With federal agencies, hospitals, and public-safety networks downstream, a missed SLA is a mission-critical failure — not a support ticket.
A prior BPO failed mid-COVID
The incumbent provider collapsed on mission-critical work in the middle of the pandemic, putting live broadband and SD-WAN delivery — and the enterprise customers riding those links — at immediate risk.
One model, not a patchwork
The client needed a single operating model — one SLA framework and one governance structure across nine sites and four continents — not a patchwork of disconnected seat contracts stitched together after the fact.
Four phases, one operating model — still evolving
These objectives demanded an operating model, not a program plan — built across four phases over fifteen years, matched to each workstream by CX requirement first and cost second.
Embedding, not transitioning
Experts nested onsite with the client’s network-engineering teams — eight weeks of tacit-knowledge transfer across ADTRAN, Cisco, and Juniper. Those SME relationships persist today.
Blended-shore architecture
Four tiers: US onshore for restricted public-sector work, Americas nearshore for bilingual volume, the Philippines for high-volume voice, and India for deep telecom engineering.
AI & automation on the floor
AI-QMS scoring 100% of interactions, Accent Harmonizer on enterprise calls, and automated port-in/out and order workflows — all audited under CPNI, PCI-DSS, FCC, and TCPA governance.
Continuous improvement & expansion
Scope grew into device activation, GPON site-readiness, datacenter exits, and stranded-asset recovery — including a 98.5% billed-circuit reduction at one carrier hotel.
Six objectives, set jointly with the client — met or exceeded
Every objective was quantified, time-bound, and owned by a named Fusion CX delivery leader — mirrored by a client operations owner on the other side.
| Objective | Challenge | Solution deployed | Measured result |
|---|---|---|---|
| Mission-critical SLA outperformance | Exceed ORS on Mobility and public-sector Collections while holding AHT and transfers. | Curriculum rebuilt around ORS mechanics; live dashboards for real-time supervisor intervention. | ORS 150% / 135.1%; AHT 4 → <3 min; transfers ~20% → 14.45%. ✓ Exceeded |
| Verified cost recovery at scale | Recover multi-million-dollar savings across a sprawling legacy network estate. | TDM reclamation, datacenter-exit acceleration, and carrier-hotel and circuit audits. | $27M+ audited hard-dollar savings. ↓ Verified |
| Zero-defect post-merger integration | Absorb work where a prior BPO had failed, without service disruption. | Rapid onboarding of the failed scope with tightened disconnect and order controls. | Disconnect errors to zero; backlog cleared in 30 days. ✓ Resolved |
| FCC-compliant porting & provisioning | Voice porting, broadband, and SD-WAN delivery to strict FCC intervals. | Automated port-in/out workflows with regulatory order validation. | 30% fewer escalations; 25% CSAT uplift; 40% faster porting. ✓ Exceeded |
| Seasonal device-launch surge | Absorb large launch-cycle spikes without carrying steady-state overhead. | Stand up and tear down 150–200 trained agents per launch cycle. | Full elasticity; zero steady-state overhead between cycles. ↑ Elastic |
| 100% AI-driven QA coverage | Sample-based QA left most interactions unreviewed and coaching generic. | AI-QMS scoring every interaction, feeding each agent’s weekly coaching. | 100% interaction coverage; governance became real-time development. ✓ Live |
The numbers that define the partnership
All six strategic objectives were met or exceeded — validated externally by the client’s own vendor review, financially through audited savings, and operationally on the delivery floor.
What made this partnership hard to replicate
Deep-network CX, not just front-office
CX was pushed into circuit provisioning, TDM grooming, GPON readiness, SD-WAN orders, and voice porting. Executing that requires telecom-engineering literacy most CX providers simply don’t have.
Embedded beats arm’s-length
The strongest B2B partnerships aren’t managed at a distance — they’re embedded inside the client’s operational stack, sharing the SLAs, the compliance, and the accountability end to end.
Crisis elasticity proves the model
When the prior BPO failed mid-COVID, an Ethernet/TDM team was cross-trained in 24 hours and the full workflow owned in 60 days — with zero downtime on the links enterprise customers depend on.
AI governance as a template
The contractual AI-governance framework co-developed here — strict data ownership, model-output audit trails, explicit regulatory posture — now shapes enterprise-grade AI-CX governance in regulated US telecom.
Surge is orchestration, not seat volume
Standing up 150–200 agents each device-launch cycle meant orchestrating manufacturer, carrier, and customer workflows under regulatory validation — orchestration complexity is the real differentiator.
The client directed two acquisitions
Most enterprises diversify away from concentration risk. This client did the opposite — directing two acquisitions to place more work with the partnership. No stronger evidence that this is a partnership, not a vendor relationship.
“The strongest B2B partnerships aren’t managed at arm’s length — they’re embedded inside the client’s operational stack. Fifteen years in, we share the SLAs, the compliance, and the accountability end to end.”
