Sep 3, 2025
Marketing Office
AMER Tier-1 CSP drives ~29% project profitability uplift and prevents ~$120M misallocation
Executive Summary
With a finance-first, vendor-neutral approach, the CSP realized ~29% project profitability uplift, ~35% faster financial planning cycles, and ~$120M in prevented misallocation, while aligning rollout timing and vendor commitments to real market and network conditions.
Customer
A major Tier-1 provider operating across the U.S., LATAM, and the Caribbean, facing uneven regional profitability and large-scale fiber/5G investments.
Situation
Finance needed end-to-end visibility from planning through execution to post-project analysis. Profitability was being estimated from vendor projections rather than CSP-specific techno-economics and market needs, and cash-flow timing often fell out of sync with network realities.
Challenges
Limited financial visibility at the planning stage, leading to overbuilds and underperforming assets.
Siloed financial modeling disconnected from real-time network conditions/forecasts.
Vendor-driven assumptions undermining ROI accuracy.
Cash-flow timing mismatches across regions with different density, ARPU, and cost profiles.
Customer Requirements
Finance-led transformation that connects financial planning to live network and market conditions.
Project- and portfolio-level profitability modeling (cash flows, NPV, IRR) tied to rollout choices.
Before/after analytics to compare planned vs. actual cost, revenue, and cost/user.
Cash-flow simulation to tune financing, vendor terms, and ramp-up schedules.
What the CSP Implemented with TelcoBrain
Financial + techno-economic decision suite integrated with finance, assets/inventory, operations, planning, and program management.
Digital/financial twin linking financial parameters to network conditions (rollout timing, SLAs, OpEx).
Profitability-driven planning at project, region, and technology levels.
Before/after intelligence on actual vs. planned performance.
Finance-aware AI assistants that understand the investment lifecycle and profit levers.
How Decisions Changed
Funding and prioritization shifted to projects and regions with the strongest modeled returns. Cash-flow schedules were adjusted to match realistic rollouts and revenue ramps. Vendor proposals were challenged with CSP-specific data rather than generic assumptions.
Results
~29% improvement in project profitability through better prioritization and fund allocation.
~35% reduction in financial planning cycle time (months → weeks) across investment portfolios.
~$120M prevented misallocation by avoiding low-ROI overbuilds flagged early in simulation.
Improved cash-flow timing by phasing and scaling rollouts to match revenue and vendor commitments.
Finance–technology alignment with shared metrics for approvals and performance tracking.
Operational and Financial Impact
Portfolio discipline: capital steered to higher-return builds; weak cases identified early.
Fewer surprises: live network/market signals fed directly into financial plans.
Negotiation strength: lifecycle-true comparisons sharpened vendor discussions.
Continuous learning: post-project analytics informed the next planning cycle.
Capabilities Mapped to the Original Requirements
Integrated financial + network view: cash flows, NPV, IRR bound to network realities.
Scenario and sensitivity modeling: regions, technologies, vendor terms, timelines.
Before/after analytics: rigorous variance tracking on cost, revenue, and unit economics.
Cash-flow simulation: financing structures and vendor terms optimized for ramp-up.
Ready to see how these results translate to your network and portfolio?
Book a demo to explore the platform live, dive into additional case studies, or request a tailored walkthrough for your environment.
