CDN

CDN Optimization Practice

Are you running more and more workloads on a Cloud Platform? Are your Cloud costs climbing out of control? Are you wasting money on idle or inefficiently deployed virtual machine instances, storage, networking, and DR? Are you confident that your Cloud Provider is billing you properly?

Cloud Audit Service

Cloud Audit Service

Are you running more and more workloads on a Cloud Platform? Are your Cloud costs climbing out of control? Are you wasting money on idle or inefficiently deployed virtual machine instances, storage, networking, and DR? Are you confident that your Cloud Provider is billing you properly?

Balance of Trade

Balance of Trade

With RampRate behind the scenes, the client’s negotiating team was prepped and armed with market knowledge, ways to grow the pie, and tactics to get through the gamesmanship of a negotiation without blinking.

eBay Success Story

eBay Success Story

With 128 million active users globally, eBay is one of the world’s largest online marketplaces where practically anyone can buy and sell practically anything. Founded in 1995, eBay connects a diverse and passionate community of individual buyers and sellers, as well as small businesses.

Blizzard Success Story

Blizzard Success Story

Best known for blockbuster hits including World of Warcraft® and the Warcraft®, StarCraft®, and Diablo® franchises, Blizzard Entertainment, Inc. (www.blizzard.com), a division of Activision Blizzard (NASDAQ: ATVI), is a premier developer and publisher of entertainment software renowned for creating some of the industry’s most critically acclaimed games.

RampRateUseCase Telecommunications

Telecommunications

A global telecom provider hired RampRate to review several struggling and service lines, identify optimal customer targets and suggest changes to its pricing, positioning, and contract terms. This was for colocation, circuits, cloud and cdn services.

Private Equity

Private Equity

A mid-sized private equity firm—$18b in aggregate revenue—was seeking to improve synergies in its investment portfolio. It had previously negotiated group telecom purchases with two large carriers, but was not able to do so in other areas without directly underwriting its portfolio companies’ financial responsibility to providers.