Percipio Industries, LLC
Percipio Industries, LLC specializes in consulting services on the business and technical operations for clients who serve or wish to serve the communications sector as communications services providers (CSPs). Consulting services provided include executive and functional management of business plan development; modeling; planning (business, market, regulatory, network, technology, and operations); competitive benchmarking; market segmentation; network engineering and optimization; ROW/IRU negotiation; line cost analyses and recovery; technology migration and absorption; product development and management; business development; process and quality management; negotiation; regulatory; project management; asset valuation and acquisition; competitor, customer, and company analyses; and sales management.
Interim management services for turnaround and restructuring initiatives are provided. These consulting services include the placement of senior-level personnel in executive management, process engineering and management, and the key functions of finance, sales, marketing, IT, business operations, and network operations.
Percipio’s consultants are experienced in staff and management roles with large corporations, SMBs, and early stage concerns. Our organization maintains an extensive record of establishing new business units and products, overseeing and developing budgets, models, and forecasts; valuing assets; research; strategic and operational planning; competitor, customer, and company analyses; quality management; market management; needs analyses; cost-benefit studies; technology planning, and project management.
Percipio maintains relationships with subject matter experts in areas that complement or supplement our organizations areas of practice. Clients have included ISPs, CLECs, ILECs, CATV MSOs, a DBS company, and electric utilities.
Transport Solutions: Fiber, Copper and Wireless. The use of copper, fiber, and wireless media for both transport and access networks have been addressed. Within the access network Broadband Loop Carriers have been evaluated. Both active and passive optical networks have been evaluated for fiber-to-the-node. The arbitrage of leased facilities (DS0, DS1, DS3, and OCN) has been provided. In accordance with Interconnection Agreements, the benefits of dark fiber leases have been reviewed and presented.
Switching. TDM and VOIP switching platforms have been analyzed. Requests for Information and Requests for Quote to support the migration from TDM to VOIP have been developed and managed. New tandem solutions have been addressed to achieve cost and reliability requirements. SIP-enabled IAD services for small and medium enterprises and other commercial enterprises have been developed. Digital voice and data wireless solutions over GSM and CDMA networks, and the evolution to LTE and IMS have been addressed.
SS7/MF. Out-of-band signaling networks using SS7 and in-band using Multi Frequency trunks have been analyzed for call set-up. With SS7, call set-up using ISUP (“ISDN User Part”) and TCAP database dips (“Transaction Capability Application Part”) have been analyzed to optimize cost and network reliability.
Collocation. The technical and financial benefits of collocation with ILECs have been reviewed and incorporated into the business strategy.
Certification with the State Regulatory Authority (or Authorities). Pursuant to providing services which are under the purview of the regulatory authority or to provide a means for access to unbundled network elements through an Interconnection Agreement (“ICA”), certification with in accordance with state requirements have been completed with the appropriate commissions in Arizona, California, Colorado, Florida, Hawaii, New Mexico, Ohio, and Texas.
Interconnection Agreements (“ICAs”). ICAs have been negotiated with ATT, Verizon, and Qwest. In addition to negotiations with these entities, ICAs were negotiated with ILECs that have subsequently been merged into these entities: Pacific Bell (ATT), Ameritech (ATT), SBC (ATT), Qwest, Hawaiian Telcom, and GTE West (Verizon). Significant in this effort is the “matching” of deliverables in an ICA with the requirements of the customer’s business plan. If a business plan is not completed, a plan is developed and formalized with the company management.
Tariffs. For services subject to regulatory oversight, tariffs have been written and filed in accordance with the regulatory authorities requirements.
Orders. Compliance with the orders by the relevant regulatory authorities is mandated for affected services. CPNI (Customer Proprietary Network Information) is one example.
Business plans for new start-up ventures and new ventures or business units within established enterprises have been developed and funded. Either separately or as a component of the business plans, financial modeling of financial statements, competitive benchmarking, staffing plans, business and operational support system requirements, and market segmentation were defined and provided.
Technology planning for the adoption or evaluation of billing and operational support systems, new transport media, and new switching systems have been developed and implemented. Such planning has included both the system and human resource requirements. When third party systems were considered, formal requests for information and proposal were developed, issued, and evaluated.
Through the stratification and matching of costs and revenues and a detailed review of business and network operations, the profitable revenues and businesses were identified and prioritized for growth or elimination. The end result was to protect what the company had that was viable and eliminate those areas that did not contribute to the viability of the firm. In essence, cut costs and grow revenues through the profitable sectors and new revenue sources. An intense focus on revenue growth complemented by cost controls, financial compliance and performance to specific, measurable, attainable, relevant, and trackable, objectives is generally the simplest, yet most effective solution.
The mapping of processes and the establishment of metrics are inherent requirements for effective quality management activities. Quality management is a key aspect of cost containment and, ultimately, cost reduction.
As a complement to the process mapping, the training of employees in quality management techniques is critical to drive process management down to “ownership” at the discrete process level; both at the functional and inter-functional levels.