━ Success Story ━
M.M. Provides Dedicated Local Teams
to Support a Tier-1 Telco’s BSS Transformation
━ Delivered Result ━
Key Outcomes
Enabled Qvantel to tap into specialized, local talent through a fully managed team — with no need to build a permanent Pakistan-based team from scratch.
Structured capture of the end customer's specific requirements and deviations from its sister company's implementation.
Improved traceability between business needs, design gaps, and implementation actions across the full delivery lifecycle.
Support across critical BSS domains including CRM, billing, retailer applications, and B2B SFA.
Delivered infrastructure, NFR, and development support covering security, access management, SIEM audit logging, high availability, disaster recovery, and application customisations.
About the Engagement
Qvantel, an Ericsson partner, is a leading provider of digital BSS and monetization software to the telecommunications and digital services industries.
In 2019, Qvantel was contracted to assist one of the largest telcos in South Asia in its transformation program for business support services (BSS), which aimed to replace the telco’s legacy BSS environment with Qvantel’s DBSS 6.0 platform.
The telco required a modern, scalable, and integrated digital BSS foundation that could support customer management, billing, retailer operations, enterprise sales, and future digital service ambitions.
To support the scale, local market complexity, and execution needs of the program, Qvantel required experience local teams that could work closely with the telco, Ericsson, and Qvantel stakeholders across design, infrastructure, non-functional requirements, and development.
M.M. supported Qvantel with local specialist teams across multiple domains through our Teams as a Service model.
The Challenge
The South Asian operator’s parent company had already implemented the DBSS platform in another subsidiary. However, the telco in question’s operating model, business processes, regulatory environment, retail ecosystem, B2B sales requirements, and technical expectations required careful localization.
The program needed teams who could translate business requirements into structured design deviations, support infrastructure and non-functional requirements, and execute application customizations.
Key challenges included:
- Capturing specific deviations from the other subsidiary’s DBSS implementation.
- Running structured high-level design workshops across multiple business and technical domains.
- Documenting customer requirements in a consistent and traceable manner.
- Supporting CRM, billing, retailer applications, B2B SFA, and backend application requirements.
- Designing and validating non-functional requirements across security, access management, audit logging, high availability, and disaster recovery.
- Coordinating closely with the teams at the telco, Qvantel, and Ericsson.
- Providing local execution capability without requiring Qvantel to build a full permanent team in Pakistan.
M.M.’s Teams as a Service Solution
The engagement followed a multi-domain delivery model aligned with the needs of a large telecom transformation program.
Design and Requirements
M.M.’s Business Analysts participated in high-level design workshops with the telco, Qvantel, and Ericsson ‘sstakeholders. They helped compare the sister telco’s existing implementation with the client’s requirements and documented the required deviations in JIRA.
Infrastructure and Non-Functional Requirements
M.M.’s infrastructure specialists supported the high-level design and implementation of key non-functional requirements. This included security requirements, access management, audit logging integration with SIEM, high availability, and disaster recovery.
Testing and Validation
The infrastructure and NFR implementation was followed by extensive testing with the telco and Ericsson’s teams to validate that the solution met agreed requirements.
Development and Customization
M.M.’s development team supported the required customizations across B2B SFA, retailer applications, portals, and backend applications. This helped align the DBSS implementation with the tier-1 telco’s operating model and market-specific needs.
Local Coordination and Execution
By providing Pakistan-based teams, M.M. helped improve coordination, stakeholder access, communication, and execution responsiveness across the program.
Business Impact
M.M.’s Teams as a Service model helped Qvantel access the local expertise and delivery capacity needed to support a complex BSS transformation for a tier-1 telecom operator.
The engagement enabled Qvantel to scale its implementation capability locally while maintaining alignment with the telco’s business and technical requirements.
Strategic Value
This case demonstrates how M.M.’s Teams as a Service model can support large-scale telecom transformation programs where global platform vendors need reliable local execution capability.
For telecom operators, technology vendors, and enterprises across various verticals, Teams as a Service provides a flexible way to tap into specialized talent, reduce execution risk, and rapidly scale delivery without taking on the long-term commitment of in-house hiring.
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