Launching a B2B Telecom Proposition in 90 Days

01 · Challenge

Building the plane while flying it.

The proposition — a Microsoft Teams-based service giving enterprise organisations unique user numbers for off-platform calls — had real commercial potential. But the organisation was developing the solution before fully understanding the value proposition or customer need. In a matrixed business where decisions take weeks, the team had three months to define, validate and ship.

• Hard December launch deadline with no flexibility
• Solution being built without a clear understanding of the core user or their buying journey
• Matrixed organisational culture making cross-team alignment slow and difficult
• Internal teams with strong existing assumptions about what customers wanted — not enough customer evidence
• No strategic framework for prioritising which features to build first

02 · Approach

Define the user. Prioritise the evidence. Ship with confidence.

Across 12 weeks of Discovery and Alpha, the work focused on getting the right evidence into the hands of the right people — fast enough to actually influence what got built.

• Stakeholder interviews to map internal assumptions and identify alignment gaps before starting customer research
• Defined core user personas and their needs across the buying journey — from awareness to adoption
• Created a strategic prioritisation framework to score and rank features against customer evidence
• Fed user insights and UX recommendations directly into the design and development team's workflow
• Participated in user story generation, feature backlog grooming and sprint planning
• Built a user feedback loop to collect ongoing input after launch — enabling continuous iteration

Methods used

03 · Outcome

Launched on time. Built on evidence.

Operator Connect launched to market by the December deadline — with features prioritised by what customers actually needed, not what internal teams assumed.

• B2B proposition launched to market within the 90-day deadline
• Features prioritised using a customer evidence framework, not internal preference
• Design-centred approach embedded in this part of the business for the first time
• Templates and frameworks created to support future product development cycles
• Adjacent teams influenced — introducing broader human-centred design thinking across the business

04 · Impact

Shipped on time. With the right things built first.

The most significant outcome wasn't the launch itself — it was the shift in how the team made decisions. Moving from internal assumption to customer evidence changed the conversation about what to build and what to defer.

The value of design wasn't in the deliverables. It was in the decisions it enabled — faster, clearer, and grounded in evidence.