From understanding how an operation works to helping teams change it, these engagements show ITOMAC’s approach in practice: investigate the situation, identify what matters, and turn findings into practical action.
The engagements below are real ITOMAC client work. Company names are withheld for confidentiality.
A venture-backed satellite communications company needed a BSS/OSS platform built from the ground up ahead of commercial launch — no existing process or data architecture to build on.
Designed the BSS/OSS process flow and data flow architecture from scratch, then led a major Oracle Cloud infrastructure upgrade to support it.
A legacy MVNE billing platform needed to be retired for Amdocs, and event/incident management was still fully manual and reactive.
Led migration readiness for the MVNE-to-Amdocs billing cutover, then separately designed and built the company's first AI-driven event/incident management capability.
Leadership needed a structured, consistent view of IT operations maturity across teams. Understanding strengths, gaps, and improvement priorities required bringing together the experience of operational staff, technical specialists, and leadership.
Delivered an interview-led IT operations maturity assessment with structured scoring and prioritized recommendations. Performed manually before OpsAlign existed, this engagement helped shape the platform’s assessment methodology and scoring model.
The billing system had grown without any industry-standard structure behind it, making it hard to evaluate vendors on a level playing field.
Built billing system standards based on TM Forum frameworks and ran the vendor RFP process against them.
An early-stage MVNO had no OSS/BSS foundation in place — no documented requirements, workflows, or vendor strategy.
Authored the OSS/BSS requirements and workflows from scratch and ran vendor RFPs across billing, tax, and logistics.
Customers were identifying outages before the company’s own teams, exposing gaps between the service customers experienced and what internal monitoring detected. The business needed a more connected approach to detecting, escalating, and responding to problems.
Redesigned the event and incident management process end to end, addressing how issues were detected, escalated, and handled. The work focused on connecting monitoring and operational response more closely to the service customers actually experienced.
An acquired mobile technology business needed to transition into a new parent company while maintaining production operations and customer support. Monitoring, access, collaboration tools, and regional support processes relied on services and arrangements that were also changing.
Coordinated operational discovery across both organizations, mapped dependencies, and clarified ownership and readiness requirements. Brought monitoring, support, and access needs into the integration plan, distinguishing immediate transition requirements from longer-term standardization.