Consulting Services

JTEL Consulting specializes in consulting services on business and technical operations for clients who serve or wish to serve the communications sector as a Communications Services Provider (CSP).
With respect to broadband services that are used to access the internet, service providers are commonly categorized as an Internet Service Provider (ISP).
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 as well. These consulting services include the placement of senior-level personnel in executive management, process engineering and management respectively. In addition to the key functions of finance, sales, marketing, IT, business operations, and network operations.
JTELC consultants have experience in staff and management roles with large corporations, SMBs, and early-stage concerns. As a result, 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.
JTELC 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, electric utilities, municipal governments, and tribal governments.

Network Development

Transport Solutions:

Fiber and Wireless. Evaluation of the use of fiber and wireless media for both transport and access networks. Similarly, within the access network, evaluation of broadband access systems. Both active and passive optical networks are evaluated for fiber-to-the-node network solutions. Arbitrage of leased facilities (DS0, DS1, DS3, and OCN). Review and evaluation of the benefits of dark and lit fiber leases in accordance with Interconnection Agreements or Indefeasible Rights of Use (IRU) agreements.

Switching:

VOIP switching platforms analysis. Requests for Information and Requests for Quote to support the qualification and selection of VOIP systems. Address tandem solutions to achieve cost and reliability requirements.

Collocation:

The technical and financial benefits of collocation with ILECs have been reviewed and incorporated into the business strategy.

Regulatory/ Legal

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 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/ Technology Plan

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

Corporate Turnaround and Restructuring

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 focus was to protect what the company had that was viable and to 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

Quality/ Process Management

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.

Quality/ Process Management

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