5G core launch and BSS modernisation in parallel.
The operator could not afford to sequence network and commercial transformation one after the other. We ran 5G core rollout, product catalogue redesign, and BSS simplification in parallel so the business could monetise new network capability as soon as it went live.
The situation we walked into.
The telco's network teams were ready to launch 5G services, but product, billing, and service assurance stacks were too fragmented to support rapid commercialisation. Launching network capability without BSS reform would have created a shiny technical win with slow revenue impact.
The programme had to preserve service continuity for existing customers while simplifying product logic, migrating assurance tooling, and training support operations on new service behaviours.
A simplified view of the delivery shape, the control points that mattered, and the signals the client team used to keep the program on track.
The changes that made the outcome possible.
5G core rollout
Cloud-native network functions, observability, and resilience patterns were implemented with slice readiness from day one.
Product catalogue reset
The commercial catalogue was reduced and rebuilt around reusable product components instead of custom bundle logic.
OSS/BSS migration
Assurance, fulfilment, and billing workflows were reconnected to the new service model without duplicating support queues.
Support readiness
Operations teams rehearsed new-service incidents and commercial edge cases before public launch.
How the delivery moved from pilot to scaled operation.
Parallel foundations
Network, product, and support leaders aligned around one release path instead of separate programs.
Catalogue and core build
Reusable product components and slice-ready network services progressed against shared milestones.
Dress rehearsals
Revenue, support, and assurance teams validated service activation, billing, and incident handling in live-like conditions.
Commercial launch
The first slice and associated product offers launched together, shortening the path from capability to revenue.
What changed after the transformation settled into the run.
New network services became sellable immediately
The operator reduced the lag between technical launch and commercial availability that usually slows telco transformation.
Support absorbed change without chaos
Because OSS and service operations were redesigned alongside the product stack, incident volume stayed flat through launch.
Future launches got easier
Teams now add new commercial variants through reusable catalogue components instead of another hard-coded bundle tree.
The programme worked because we stopped treating network readiness and commercial readiness as separate definitions of done.Chief Technology & Information Officer - Tier-1 telecom operator