NTT · 2010 - 2015
Three siloed businesses, one offer
Clients bought security, data center, and networking services from three separate NTT business units. I converged them into a single integrated offering and increased average contract value by 22%.
+22%
average contract value
01
The context
Security, Data Centers, and Networking each had its own team, its own pitch, and its own delivery model. From the inside that made sense. From the client's side it meant three conversations, three sets of commercial terms, and a gap where the most valuable problems sat: the places where security, infrastructure, and connectivity meet.
Clients do not buy business units. They buy outcomes, and the best outcomes sat in the seams between our silos.
02
The challenge
Unite three teams with different cultures, incentives, and delivery methods.
Create an offer that was genuinely integrated, not three products stapled together.
Keep existing relationships and revenue stable during the transition.
03
My role
I led the convergence as the executive accountable for all three portfolios, and served as executive sponsor for the region's largest enterprise accounts.
04
How I approached it
Start from the client's problem
I reframed the portfolio around what enterprise clients were trying to achieve: infrastructure that was secure and adaptable by design.
Design one integrated offer
We packaged security, data center, and networking capabilities into a unified Secure Agile Infrastructure offering with a single commercial and delivery model.
Align sales and delivery
Pre-sales Solutions Consultants, engineers, and delivery teams were aligned so that scoping, proofs of concept, and delivery reflected the integrated offer.
Sponsor the biggest relationships personally
As executive sponsor for the largest accounts, I aligned client roadmaps with service-delivery commitments and renewal strategy.
05
What changed
+22% average contract value
Clients bought broader, integrated engagements.
One story to market
A clearer proposition for enterprise buyers and for our own teams.
Stronger strategic relationships
Executive sponsorship tied roadmaps to delivery commitments.
06
What I carry forward
Organize around the buyer.
Internal structure should never be something the client has to navigate.
Value lives in the seams.
Integrated problems are harder to solve, which is exactly why clients pay more to have them solved.