Archive for the 'Datagate' Category

The billion dollar CEOs – lessons in SaaS.

February 18, 2018

IMG_0778Last week I attended SaaStr Annual 2018 in San Francisco, the world’s largest SaaS industry event, with over 10,000 SaaS founders, VCs and executives in attendance.

The presentations were given by a selection of very successful founders, CEO’s, executives and investors from around the global SaaS industry.  I found myself referring to many of the CEO/founders who had achieved business valuations in excess of $1B as the “Billion dollar CEOs”.

SaaStr spanned three days, and I attended on behalf of my company Datagate Innovation as part of a 100 person delegation of SaaS entrepreneurs from New Zealand, organised by Callaghan Innovation and NZ Trade & Enterprise.  Our delegation also attended some excellent presentations from New Zealand SaaS business founders that have physically moved to North America and were generous in sharing their experiences of doing so.

For me, the value of participating in this delegation and attending this type of SaaS industry event, covered three main areas;

  1. Recognizing the common patterns, challenges, ups and downs of starting up a SaaS business. Despite my own experiences, it’s still good to hear of the billion dollar CEOs going through the same or similar challenges and reaching a massively successful outcome.  The value of this kind of psychological reinforcement cannot be overstated. In any industry it’s important to know what is normal and what is not, on the path to success. It also helps to know that you’re not alone and others face the same challenges as you on a daily basis.
  2. Learning new concepts, strategies, common metrics, KPIs and how the SaaS industry operates internationally.  It’s easy to get caught up in your own business, in your own locality without seeing the bigger, wider picture.
  3. Making new industry contacts.  I was fortunate to gain new American contacts at SaaStr and New Zealand contacts from within the Kiwi delegation itself.  Conferences like this are ideal to widen your business network, because you have so many people with a common interest from all over the world, in one place, at one time.

The New Zealand SaaStr delegation, meeting at the Nasdaq Entrepreneurial Center, prior to SaaStr.


A few of my favorite take-outs from SaaStr and the American-based NZ SaaS businesses (that happen to apply to my business Datagate) are as follows;

“Nail It before you Scale It” 

The short concise sentence above sums up how SaaS companies should transition from their start-up stage to their growth stage.  I think in many ways it encapsulates the essence of SaaS.

During the “Nail It” stage, the focus should be on understanding your customer, building your minimum viable product (MVP) that addresses the needs and wants of your customer, determining your unique selling points, your messaging and your sales strategy.  Ideally you should work with a small set of early-adopter customers to refine your offering based on their real-world feedback.  Focus on understanding and maximizing the value you are creating for your customers, aim for minimum churn, maximum customer satisfaction – before you even start focus on major revenue growth.

Setting aggressive revenue targets too early will drive the wrong behavior from your team.  You don’t want to cut corners to get on to the next sale until you’ve nailed your product and your service offering.  Once your offering has reached “nailed it” stage, there should be no need to cut corners when you get to “scale it”.

Aggressive revenue targets should be applied only when you reach the “Scale It” stage, once you’ve nailed your product or service offering.  If you scale too early, you are effectively damaging your reputation and your future potential.

This “Nail It before you Scale It” approach illustrates why SaaS start-ups require such strong support from their investors in the early stages.

Notes from several of the Billion Dollar SaaS CEOs

It’s extremely important to “know your customer” and ensure that the messages you are putting out in sales & marketing resonate well with them.  One very successful serial CEO said that when he moved into a new business, one of the first things he would do is personally spend time with customers and end users to get a better understanding their needs and what value they were (or weren’t) getting out of his company’s product.

A lot of the on-line sales processes today are heavily automated. There are tools to track the on-line activity of prospects and keep them updated regularly with a stream of sales & marketing material so they won’t forget you! The amount and depth of research that can be done on prospects automatically on-line is staggering.

Sales & Marketing work differently in the SaaS world than in the conventional scenario. In SaaS, marketing operates more in parallel with the sales team.  Prospects bounce between marketing and sales throughout their buying journey.  The two functions, sales and marketing must work tightly together with a common unified message and strategy.

Your team dynamic, your culture and your brand are extremely important to the success of your business.  Don’t retain people who damage your team dynamic or harm your culture, regardless of how well they might perform on their own.  You will find it easy to attract good people to your business if you have a good culture, reputation and brand.

Diverse teams work better than mono-cultural, single-gender teams. Research has proven that on average, businesses with more diverse teams perform better. The top performing companies seem to have the highest diversity.  SaaStr themselves have their own diversity and inclusion program and claimed to have 45%+ women speakers at SaaStr this year and over 60% women + multicultural speakers.


Entering the US Market from another country (such as NZ)

Seek to partner with a larger, established American business that targets the same customers as you do, but has a complementary product to yours (definitely not a competing product!). Make your product work well alongside their product and attend their trade shows to meet their customer base.  This is the quickest, easiest and most cost effective way to get direct access to a lot of your target customers.

Americanize your offering by working with your first early-adopter American customers to ensure your offering works well and is valuable for them. Every country has subtle (and not so subtle) requirements that differ from other countries (in the case of my business Datagate, we’ve had to do a lot of work with taxation and regulatory requirements for the American market).  Publish case studies of American customers using your product.  Testimonials from customers outside America are not as effective as American ones.

You need to build an American credit history by working through American banks and/or other institutions.  Credit ratings from outside America don’t count inside America.  Opening a bank account for your NZ-owned company can be difficult without an American credit history. It was suggested that it’s easier to open a personal bank account and use that first, to build up some history, allowing you to open a business account later on.

Due to the larger market size, you can be more focused on a narrower vertical market in America than you than you need to in a smaller economy such as New Zealand, where you tend to have to go wider to get enough sales volume.

It’s almost essential that the CEO of an American-focused business is located in America, in order to be taken more seriously by American customers, investors and banks.

American work visas can take a lot of time and effort to obtain, even if you are providing your own employment and employment to American citizens.  Don’t leave this until the last minute!

There might be challenges in getting into America, but it’s a huge market and well worth the effort.

Differentiation critical in commodity markets

January 8, 2018

Any business that supplies a product or service that cannot be differentiated against its competitors is at risk of being undercut and thereby losing its customers.

Environmental and Ambient Data

Commodity markets, such as electricity and other energy types are particularly exposed to price cutting, due to the fact that no matter which supplier a customer chooses, the end product, or service, is essentially the same. Sometimes there is a small difference in service or product quality, but often that is not a strong enough argument to compete against a lower price.

The stark choice that businesses in commodity markets face in order to compete, is between cutting prices or finding a point of difference that will motivate customers to choose them over a lower priced competitor.  Cutting prices leads to price wars with competitors and a downward spiral to the bottom, so differentiation has to be the preferable option over price cutting.

In the New Zealand electricity market, Trustpower has proven that bundling electricity with broadband and/or telephony services together in a single offering makes a very compelling proposition to customers. It is also very difficult for other electricity (or broadband) suppliers to compete with, unless they can also provide the same bundled services – which most don’t.

How can you compare the price of an apple with the price of an apple and an orange?

Trustpower’s leadership position in bundling electricity and broadband has been exceptionally successful in the New Zealand market and we are now seeing other suppliers starting to follow in their footsteps.

Another successful point of differentiation is locality.  In the New Zealand region of Taranaki (known fondly as “The Naki”), local managed service provider “NakiCloud” prides itself as being the local guys, who sport Taranaki’s famous black and yellow colors.  NakiCloud (and their sister company “Speedster”) offer locals the same products and services as the big guys in Auckland, but when things go wrong they are there on the spot to help, which is far preferable to the locals than spending hours on the help queue for one of the bigger providers.   This point of differentiation is working exceptionally well for NakiCloud in the Taranaki region.

In a reversal of Trustpower’s bundling, NakiCloud is in the process of bundling electricity with their current offerings, thereby adding a further point of difference for their customers – as well as an increased revenue stream from their existing customer base.

This bundling is facilitated by NakiCloud’s use of the Datagate billing portal, which can combine telecommunications services, data services and electricity on the same invoices to their customers.

In my role as CEO of Datagate Innovation, I see that a big part of our purpose is helping our clients differentiate their service offerings through various means, including bundling different services from a multitude of suppliers, improved information flows with our clients’ customers and superior invoice & data presentations.

As they say…“Differentiate or Die”.




The Age of the IT Service Re-seller

December 19, 2017

New business models appear as the technology landscape evolves.  Most of the sales and service companies within the ICT sector have now evolved into service re-sellers, or service aggregators.  This is a direct result of the Internet and Cloud computing.

Inspiring productivity with a wealth of technology

Businesses today have access to a huge range of cost-effective, scale-able, public-cloud computing and communication resources, available on subscription or usage-based pricing plans that can scale along with business growth and demand. “Everything as a Service”.

What do businesses need to make productive use of all this readily available ICT resource?

Most businesses need external expertise and support to provide a service layer over the top of these on-line resources to produce functional business solutions that perform correctly for the business’ requirements.

This service layer of expertise and support is typically provided by Managed Service Providers (MSPs) and in some cases, Value-Added Re-sellers (VARs) that focus on particular business applications, such as ERP or accounting software, CRM solutions, communications, inventory or production solutions.

MSPs and VARs typically have a good understanding of  their customers’ business models, workflows and processes. They are able to recommend, advise on, design and sell business solutions to suit the customer’s business requirements. These solutions are often hybrid, meaning that some parts of the solution might be their own services, while other parts may be on-line services wholesaled by other suppliers.

Convergence of IT and communications (computers and phones have merged) means that IT-focused MSPs are now being looked upon to provide voice solutions, such as VoIP, virtual PBX and mobile along with data and connectivity services.  We are even seeing electricity sales converging with telephony, to add to the mix.

Businesses customers are showing a clear preference for simplicity and buying their ICT and on-line services from a single supplier, who can be held accountable for their entire technology framework, including voice and data connectivity – maybe even electricity as well.

What is the biggest challenge for MSPs re-selling services and hybrid solutions?

The biggest challenge of the Service Re-seller is to combine a collection of services from any number of suppliers (both internal and external) and then bundle, price and present it all to the customer in the most simple and easily understandable form – a single bill. This is no easy task because often the services involved have a different pricing basis, different display requirements, different suppliers and may need to all be bundled together on the same invoice.

Billing of voice and mobile services is already complex, let alone when it is combined or bundled with other types of services.

What solutions are available to help service re-sellers manage the complexity of combining multiple services?

A new generation of Cloud-based billing solutions, such as Datagate, is designed to simplify and automate the job of combining, rating and billing different types of services from any number of suppliers. Datagate will also present usage data and invoices to end-customers via a white-label, end-user portal. It also integrates with most common accounting or ERP systems, such as Xero, Quickbooks, MYOB, SAP, Sage, Microsoft and others, meaning invoices get passed through to the re-seller’s accounting system, without the need for any re-keying.

Where is this all heading?

Worldwide, across so many industry sectors, there is a growing trend towards subscribing to services and paying based on usage of those services. This behavior is being driven by the dominance of the Internet (or Cloud), which itself has a predominantly service-based business model.

Service re-sellers are the way of the future!



Why “owning” the customer relationship is so important for service re-sellers

November 15, 2017

Sales and billing models have been top of mind for me recently, particularly as Datagate is in the process of expanding into the North American market and getting an understanding the dynamics of the service re-sellers and vendors who operate there.


In the ICT industry – in particular, business computing and communications – we have seen a huge shift towards the “as-a-Service” model and a shift away from the earlier model of selling hardware and desktop software solutions.  This has brought about what we refer to as the age of the service re-seller.  Service re-sellers are everywhere at this time – you just need to know how to recognize them.

Service Re-sellers

Within the ICT industry, service re-sellers are businesses that sell on-line services that are built, owned and supplied by another another party – a service vendor.  Typically in the ICT Industry,  service re-seller are Managed Service Providers (MSPs), Business Solution Providers, Value-Added Re-sellers (VARs) and Telecommunications specialists.

Often, service re-sellers have the advantage of being able to offer a closer, more personalized service than what the large service vendors can offer. MSPs can often position themselves as a single point of contact for all ICT services to their end-customers. Service re-sellers will often combine and bundle services together from different vendors to create unique value offerings – which are more difficult for competitors to displace.

With any online service sold by re-sellers, such as cloud solutions, telecommunication and data services there are a number of different marketing, sales, billing and support models that are possible.  Each is model is significant as to who “owns” the customer relationship.

Who “owns” the customer relationship?

Any relationship has at least two parties and obviously the customer owns one side of the relationship.  But on the the other side, the ongoing supplier relationship; who “owns” it will depend on who controls it and who is more visible to and engaged with the customer.  Most important is the flow of money; who bills the customer and under what brand?

If the re-seller sells, bills and supports the service under the re-seller’s brand and also holds the supply agreement with the customer, then clearly the re-seller fronts and owns the supplier side of the customer relationship.  If the re-seller allows the service vendor to perform any of these functions under the vendor’s brand (particularly billing and the flow of money), then it cannot be said that the re-seller owns the relationship.  If the service vendor performs all or nearly all of these functions under their brand, then the service vendor owns the relationship.

Why is owning the customer relationship so important?

The “owner” ultimately gets the most business value from customer relationship, in terms of control of the service and also the boost in valuation of their own business.

If the re-seller is the relationship owner, then the re-seller has more power in negotiations with service vendors and is often able to change or re-negotiate service contracts or change vendors in the background to the customer relationship.

Business valuations are most often calculated on multiples of revenue.  Locked-in monthly recurring revenue  (MRR), such as what you have with contracted on-line services, is valued significantly higher than other types of revenue.  This is because MRR is the best quality revenue – in that it is regular, ongoing and largely predictable – a solid cash platform for building valuable businesses on.

How to own customer relationships in the service re-selling model

For a service re-seller to “own” a service relationship (such as telecoms, Cloud software & services etc), those services must be named, billed and supported under the re-seller’s name and/or brand.

This typically requires a white-label service-billing solution, such as Datagate that can plug into usage data supplied by service vendors, apply pricing plans created by the re-seller and the automatically create & distribute re-seller-branded bills to the end-customers.  Datagate also provides re-seller branded portals where the end-customer can view invoices, reports and analysis of their service consumption.

Datagate’s mission is to enable service re-sellers (who are typically MSPs in the ICT industry) to maximize the value of their business and “own” their customer relationships in the areas of telephony and other on-line utility services.

We are also committed to helping service vendors maximize their sales channel growth through service re-sellers.



MSPs are Trusted Advisers, Solution Aggregators

October 9, 2017

The ever-increasing economy of scale of the Cloud is driving the business computing world towards fewer, larger vendors offering massively scale-able public-cloud platform services, while at the same time also driving a trend towards tighter specialization of on-line applications (“Apps”) that work together to provide integrated business solutions.

Computer media and internet communication concept

The role of the MSP (Managed Service Provider) is evolving towards the following areas;

  • Providing strategic advice and planning for business IT and communication requirements. Helping clients decide on what technologies, platforms and applications are best suited for their needs and which will work together in a coordinated, integrated solution set.
  • Brokering Cloud services – aggregating solutions.  Sourcing, acquiring, integrating and optimizing applications and services to build cohesive, well integrated and economic business solutions.
  • Management, optimization and support of business applications, services and platforms; regardless of where they are located – public or private Cloud.
  • More focus on business processes and the solutions required to support them.
  • Recognizing new adjacent sales and service opportunities, in order to provide more value to clients and thereby maximize potential revenue per client.  For example, many MSPs have recognized that the convergence of phones and computers means that MSPs can extend to providing VoIP, broadband and other traditional telco solutions to their clients – becoming a single point of supply and support – which is increasingly attractive to end-customers.

MSPs are well suited to the role of trusted adviser and solution aggregator, because they typically have a much closer relationship and understanding of their clients’ business processes than the larger telcos, application developers and public cloud providers.

The challenge to MSPs is to recognize and lock in these new recurring revenue services whilst maintaining their own brand & identity, gaining differentiation & competitive advantage – and also keeping their own business complexity down to a minimum.

This is where white-label, cloud billing systems such as Datagate, capable of billing numerous telco & utility services on a single MSP-branded invoice and end-user portal are ideal.  The services, no-matter where they are sourced, appear together on the invoice and portal under the same MSP branding, thereby minimizing complexity and maximizing MSP brand exposure to the end-client.

MSPs that evolve and adapt to this new service-based, knowledge-based environment will be those that lead and win.  Recognizing, locking in and monetizing new adjacent opportunities is key to this success.

Paradox of the Telecom Sector

August 20, 2017

The telecom sector is facing a paradoxical mix of circumstances. On one hand it provides the mission-critical technology platform for innovation, growth and disruption across nearly every industry; whilst on the other hand, it faces enormous changes and disruptions to its own traditional business model and revenue streams, more so than perhaps any other sector.

Furthermore, the average revenue per user, across the entire global telecom industry, is falling every year.


The telecom sector provides the platform for innovation and disruption across nearly every industry, yet faces the challenge of innovation and disruption itself, perhaps more so than any other sector.

Incumbent telecom providers need not be the victims of disruption and reducing revenues in their own industry; they can be the agents of change and disruption, by recognizing (or even creating) shifts in the market, differentiation and moving faster than their competitors to meet the new market dynamics.

Recognition of new trends, agility and speed of execution are critical factors. Reinventing business models, bringing new offerings and services to market must be done in quick time.  A major factor, once new offerings are selected, is how quickly billing systems can be adapted to facilitate new offerings, bundles with new services and pricing plans. Billing is so often the Achilles heel in the telecom world.

Differentiation between Telecom providers can be achieved by bundling complementary or value-adding services or offerings with standard telecom services. This can often be achieved through partnerships with service providers outside the traditional telecom sector.

A significant disruption (or opportunity) for the telecoms sector is its convergence with other on-line service providers.  Telecom services are now being successfully integrated and sold by the I.T. industry, managed service providers (MSPs) and other service sales businesses. Electricity companies are bundling telecom services such as broadband with their offerings. Cloud software businesses are also selling and bundling telecom services.  Phones and computers are now one and the same.

Billing is so often the Achilles heal in the telecom world.

Bundling different yet complementary service types under a single pricing plan, on a single invoice makes it more difficult for competitors to undercut pricing with only a single service type. Service bundling is said to make telecom customers more “sticky” and provide differentiation.

Rather than competing with and resisting new convergent players in the sector, some telecom providers are actively embracing and pro-actively driving this convergence. A prime example in New Zealand, is Spark Wholesale that offers a range of telecom services to its clients, to enable them to sell telecom services under their own branding, giving Spark access to more customers and markets that it might not otherwise be able to reach.

Wholesale telecom providers enable service businesses, such as Managed Service Providers (MSPs) – who have trusted adviser status with their customers, to market and sell telecom services such as broadband, SIP, VoIP and mobile offerings to predominantly business customers.

Telecom resellers require specialized automated usage-billing solutions. Datagate is an agile, white-label, cloud-based billing solution which partners with Wholesale Telcos to get new telecom re-sellers up and running quickly, with billing functionality that integrates with the Telco’s usage data to rate, produce and distribute invoices to their end customers. Datagate can connect to and bill most usage-based services and make it easy for convergent bundling of service types, where multiple service types are combined on a single invoice.

Embracing new business models, new offerings, partnerships, agility and speed to market are the key requirements for success in the telecom sector of this new disruptive, paradoxical world.

Building Business Networks

July 19, 2017

“It’s not what you know, it’s who you know” is a well known statement that I partly agree with. It implies that powerful business networks are all that matters, but I would argue that you also need a good reputation and a strong value proposition to go with it.

Can you imagine how hard it would be to be successful in business with a strong network but a bad reputation?  The strong network would certainly ensure that nobody would do business with you.

Building your business network and building your reputation go hand in hand.  You must invest in both throughout your career. Doing this will make your business career easier and more rewarding as time goes on.

I am very fortunate to have worked for the last 30 years within the same closely connected industry sectors and have built up networks throughout New Zealand, Australia, USA, Canada and other countries.  I consider my participation and membership of these networks to be a major asset, that I would argue is worth millions of dollars – certainly that would be the cost of rebuilding networks of that size and reach.

By staying within the same industry sectors throughout my career, the networks that I have built up over time are now shared with and valuable to my company and employer, Datagate Innovation.

To maintain any asset, you must continue to invest in it. Datagate and I continue to invest in our networks through participation in industry events, conferences, newsletters, Social Media and industry networking groups.


Ryan Ashton, AFQY

This month, Datagate signed up with a New Zealand ICT networking group called AFQY (A Few Quiet Yarns). It’s leader, Ryan Ashton is a prolific networker and LinkedIn guru. AFQY has strict rules, such as “no selling allowed” and “meet as many people as you can” in place for the networking events, that are held in bars at strategic locations around the countryside.   The events are great opportunities to invite people from the respective regions around New Zealand to come in, have a drink and get to meet and talk with new industry contacts.

My advice to people at all stages of their career, is to keep investing in your networks and reputation.  Make sure all your business deals are a winner for all parties where possible, whether the deal is with an employer, colleague, customer, investor, supplier, partner or acquirer of your business – that way you are building a positive network, not a negative one.  Get out and meet new people on a regular basis – join networking groups and associations. Keep investing…


Datagate opening for business in America

June 7, 2017

During my time in the United States last month, I received very positive interest in Datagate’s billing solution from numerous local and global industry contacts that I met with.  Many of these parties were known to me through my previous role as CEO of Enprise Group and my decade as a member & chairman of SAP’s Global Business One Solution Partner Advisory Council.

As a result of these positive responses and evidence that the same market forces driving demand for Datagate in New Zealand are also present in America; Datagate is now in the early stages of setting up sales partnerships in North America, to drive sales throughout that region.  We are excited about the potential of Datagate in the American market.


Greg Robinson (L) and Kevin Smith (R)

As a result, Datagate has now formalized an agreement with Greg Robinson and Kevin Smith (pictured) of Pilot Solutions to represent us in the North American market as Datagate America. I’ve worked with Greg and Kevin before in my previous role with Enprise.  It’s great to work with people that I already know and trust to get the job done well.  Greg (who formerly worked for SAP in America) joined me in most of the meetings held during my trip and is now up to speed and instrumental in taking things forward with the various developments taking place for Datagate in America.

This is the first of a series of American partnerships, that we will be announcing in due course.


Dimension Data successfully brings telco services to NZ clients, with Datagate

May 10, 2017


This week at Datagate, we published a case study detailing our successful partnership with Dimension Data New Zealand and Spark Wholesale, in bringing a full telco service offering to Dimension Data’s clients.

Dimension Data New Zealand is part of  the wider Dimension Data group, which has revenues of over US$7.5 billion, staff of over 31,000, offices in 58 countries and is a member of the NTT Group.  Dimension Data’s clients include some of the largest organisations in New Zealand, with typically hundreds or thousands of staff.

From Datagate’s perspective, it’s great to see that larger customers, like those of Dimension Data’s, are showing a preference for sourcing their IT and telephony from the same trusted supplier.  We have also seen this trend in the SME market, so we can now say that business customers of all sizes are receptive to having a single trusted supplier for all their ICT services.  It stands to reason, as phones and computers have converged and it is clearly preferable for one supplier take sole responsibility for the performance of the complete picture.


“Businesses prefer to deal with one supplier across all services, which are becoming more intertwined and harder to differentiate” says Dimension Data’s Shaun Bell.

Enabling IT companies, or Managed Service Providers (MSPs) of all sizes to become re-sellers of telephony services, by using our Cloud-based billing and reporting platform, is a big part of what we do at Datagate.  It’s great to be a part of Dimension Data’s success story and we look forward to continuing to work and innovate with Dimension Data New Zealand.

MSPs champion Telco sales

April 3, 2017

Managed Service Providers (MSPs) are making major gains in the business and government telephony markets, as customers show a clear preference to buy their IT and telephony services from a single source.  This stands to reason, as phones have become computers and computers have become phones.  The two product lines have converged, making it nonsensical to continue treating them as separate service lines.

Most of the tier-1 Telecommunications providers around the world have now established Wholesale business units to cater for “indirect sales” as they are seeing an increasing proportion of their business and government market shifting away from their own direct sales, in favour of those who have a closer relationship to – and knowledge of the target end-customer.  A sensible and logical business strategy for the Telco’s is therefore to provide a wholesale offering and pro-actively build a channel of re-sellers.   Those re-sellers are in most cases, MSPs.

Examples of Telco’s with Wholesale business units are; Spark, Telstra, Optus, TELUS and Verizon, to name a few.

A major stumbling block for MSPs moving into selling Telco services, such as VoIP, data circuits, mobile, MVNO etc is the billing process.  Telco billing can be very complex, especially in the areas of mobile, tolls, toll-free and other usage-based services.  Billing complexity and the time & effort needed to produce Telco-style billng and reporting is often the barrier to sales and success in this space. This is the problem that my company Datagate solves for re-sellers of Telco services (as outlined in this brief YouTube video).

With a suitable billing solution in place, MSPs are adding significant extra recurring revenue to their businesses, by selling and providing the data connectivity, VoIP and mobile solutions that they source from their local Wholesale Telco provider.  This is also good news for the end-customer, who gets a full-service offering from their MSP, less bills to pay and access to better analytical reports and information via an on-line portal.

Read more from the perspective of Spark Wholesale and VoIP HQ.