About the customer
The customer is a major tier-1 telecommunications provider operating across extensive regional markets, serving more than five million active subscribers across mobile, fixed-line broadband, and enterprise B2B service portfolios.
Overview
The operator's revenue operations were constrained by a fragmented network of legacy billing applications customized over fifteen years. To eliminate technical debt and prepare for standalone 5G, the company launched a program to migrate all customer lines into a unified Oracle Communications Billing and Revenue Management (BRM) stack. Intellious designed and executed an end-to-end migration — transitioning five million subscribers, compressing over 3,500 legacy plans into 120 dynamic pricing matrices, and establishing a unified point of financial truth with sub-millisecond real-time rating.
The Challenge
Migrating an active revenue engine serving millions of live consumer and B2B accounts carried serious operational and financial risk — legacy data structures were highly fragmented, the product catalog was badly bloated, and any downtime during cutover would disrupt customer top-ups and retail activations. The customer needed to map non-standard legacy data into Oracle BRM without loss, rationalize over 3,500 rate plans, maintain complete financial reconciliation to prevent revenue leakage, and execute cutover without extended system freezes.
How Intellious Helped
Intellious ran automated data hygiene and migration pipelines to cleanse and transform legacy data, rationalized the rate plan catalog within Oracle's Pricing Design Center, and validated the cutover through a parallel run with real-time delta sync — moving five million subscribers with zero disruption.
Business Impact
The migration turned the operator's revenue operations from a bottleneck into a streamlined, high-agility foundation - migrating 5M+ subscribers with zero revenue leakage and 99.99% reconciliation accuracy, up from a 96.4% legacy baseline. It also cut bundle time-to-market to under 48 hours and reduced billing OpEx by 45%