TELECOMMUNICATIONS · ≈$850M REVENUE · GROUP CLIENT UNDER NDA
From scattered pilots to 300 processes and an in-house RPA school.
A mobile and digital operator had a few robots working and no way to turn that into a programme.
300+
processes automated
60k
hours saved per year
>200%
programme ROI
BEFORE
Automation existed as isolated departmental initiatives: each team worked out on its own what was worth automating, with no shared method, no governance and nobody adding up the result.
AFTER
Over 300 processes in production, 60,000 working hours returned per year and ROI above 200%. The company built an internal centre of excellence and an RPA school to train its own people.
HOW IT WENT
- ETAPA 1
Diagnosing what existed
Mapping robots in use, what had stalled, and what each department was trying to solve alone.
- ETAPA 2
A single prioritisation method
A shared measure of hours, risk and complexity to decide what enters the queue — instead of who asked first.
- ETAPA 3
Scaling the programme
Continuous delivery of new processes, with central governance of execution, logging and access.
- ETAPA 4
Client autonomy
A centre of excellence and in-house school: the client team began building and supporting much of the fleet itself.
“It stopped being an IT project. It became a queue of processes the departments compete for.”
Head of Digital Transformation
Telecom · group client
Same process, your numbers.
Two weeks to find out what it would give back.