Recent Success Stories – Use Cases

Sourcing Advisory for Telecommunications and Network Services

Sourcing advisory for telecommunications involves a multi-faceted approach to achieve the best pricing, contract terms, and service levels for network and telecom (“network services”) contracts.

Unlike other suppliers of IT infrastructure, network services suppliers maintain very complex sales and channel organizations and offer highly diverse routes for contracting, billing, and support.

This diversity creates inefficiency in terms of pricing and contract quality.

RampRate’s goal is to remove pricing inefficiency and increase contract quality, and in order to navigate these complex sales and service channels, RampRate’s Network Services Group (“RNS”) employs the following methods: billing audits, supplier channel integration, and direct supplier negotiations.

These techniques operate as follows:

– Billing Audits: Telecom and network bills and service level reports are analyzed for errors and service level issues. Errors and service issues are used for financial recovery and help create points for improved contract terms upon renegotiation. This is performed by RampRate and partners who specialize in billing audits.
– Channel Integration: Telecom and network suppliers allow third parties to become full service sales and support organizations that can sell, order, provision, and provide relationship support for optimization of relationship with the suppliers. These channels are funded by commissions earned for managing and supporting the client relationship with the supplier. Channel integration typically reduces pricing significantly.
– Direct Negotiations: Some clients are maintained solely on a direct basis by a supplier and aren’t permitted to use a channel partner. In this case, RampRate utilizes its SPY Index database, along with data from partners, to lead direct negotiations with suppliers.

Telecommunication Services Master Contractor

The diverse needs within the telecommunication practice have become highly specialized. While many providers offer a full range of services, RampRate has found that most providers excel in a particular key area, and different providers can be better suited depending on the particular engagement. Moreover, there can be inherent conflict of interest in these different roles that is best addressed by engaging multiple independent suppliers.


RampRate’s practice is modelled as a Telecommuncation Services Master Contractor. Ramprate has no qualm with augmenting its own sourcing experise with that of specialized telecommuncation providers. This approach ensures our clients have best-of-breed solution for each part of the telecommunication services puzzle, and avoid potential issues with a single source provider. The result gives our clients the best possible outcome in an accelerated timeline, while avoiding a length review process for multiple suppliers in multiple different areas of specialization.

CEO: IT Should Deliver Value. Without Risk

Ramprate Network Services and Partners

Channel Integration is the addition of sales, support, and service capability above and beyond the resources of a supplier’s direct solo sales representative.

RNS channel partners are volume channels of the telecoms and have faster and deeper access to pricing options, support, and services within a telecom provider due to their size and long history as key channel status at the supplier.

RNS has a goal to determine if there is a business case to improve the relationship between the supplier and client.RNS utilizes various partners, and will inform the client of which partner is involved before they are utilized on a client’s behalf.

In all cases, RNS and its partners will have a Letter of Agency, signed by the client, authorizing RNS and its partners to request bills, contracts, service records, and negotiate on behalf of the client.

Since a RNS and its partners are third parties working directly with a client’s suppliers, strict rules of engagement are followed.

These rules are enumerated for the client to prepare the client to deal with the fallout of channel conflict that arises from inefficiency and organizational structure problems within the suppliers.

Channel conflict occurs when a client has the option to use a channel partner as well as direct sales representatives for ordering and support. When a direct sales representative learns learn that their client has employed a professional sourcing organization and channel partner to optimize the contract, they may attempt to prevent optimization

This attempt often manifests in confused communication to the client. Any reports from direct sales representatives communicating anything outside of what is described in our rules of engagement should be viewed as inaccurate. Attempts by any party within a supplier to derail optimization is proof that optimization will yield a better contract.

Clients can always continue to place orders with their direct representations. The addition of a channel partner simply provides more options for the client to attain a better quality contract.

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Our Clients


Blizzard Entertainment“RampRate has been my most reliable global resource and is ready to perform for us at a moment’s notice. Their inside knowledge and ability to handle high-level complex negotiations helped us move fast! They made scaling easier.”

Paul Sams, COO, Blizzard Entertainment

 Phil Wiser, CTO Hearst, formerly of Sony and Liquid Audio“For over a dozen years, RampRate helped my companies understand the differences between suppliers and worked with us to create the methodology, define the metrics and utilize the proper QoS tools needed to choose the supplier best suited to our needs or restructuring through tailoring solutions. RampRate knows this business better than anyone. We literally saved months of time and optimized our infrastructure spend time and time again. They saved us millions, created agility and new budget out of thin air.” We use them to source or renegotiate cloud, CDN, data center, telecom, software, and strategic initiatives.

Phil Wiser, CTO Hearst, formerly of Sony and Liquid Audio

eBay“I knew I was leaving a bit on the table in our outsourced contracts. But the corporate mandate is growth and innovation, and when further contract improvement seemed to be marginal, my team’s first priorities had to move elsewhere. We can count on RampRate to be precise, timely and create millions in value.”

Dean Nelson, Vice President of Global Foundation Services, eBay

Accenture“I have had the pleasure of working with the crew at RampRate several times. Each time they have saved significant time in negotiating and closing contracts for data center space, telecom and managed services, which provided at least 20% savings over what we could have done alone and certainly cut processes in half. Tony and team are extremely knowledgeable in this space and always bring innovation and out-of-the-box thinking to the table.” 

Michael Montalto, Accenture

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18 years ago, I got into IT sourcing not to make a buck, but to fix the wrongs that I saw in building the backbone of the internet in the 90s. The world of large technology deals was (and, let’s face it, decades later still is) full of FUD, price discrimination, poor decisions, and outright corruption. Read more

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