PegaWorld 2025: Transforming Telecom: V.tal's Journey from Legacy Systems to Cloud-powered Excellence

PegaWorld 2025 - Transforming Telecom: V.tal's Journey from Legacy Systems to Cloud-Powered

So good afternoon, everyone who is here. Um, my name is Luis Felipe. I am a senior client success manager here at Pega. And we will me and my friend Patsy, who will introduce himself in a little bit. We will speak about, uh, vitals case, uh, transforming telco from legacy system into a cloud, um, system.

We prepared a presentation to be three of us, but unfortunately, Lastly, we had our client, Marco. He had an emergency that he needed to go back to, to Brazil due to personal, um, personal matter. So he is not here. But the presentation was made with him. The entire content, uh, was prepared by him as well. So we will deliver the presentation. We hope that you guys enjoy.

So, like I said, I am a Senior Client Success Manager. I am with them in this account for the past year. So I've been there since the beginning of the implementation when they came to Pega and SEC.

Hello. Good afternoon everyone. Thank you so much. So my name is Ricardo Pezzi. I am the director responsible for the Pegasystems team in Brazil and be part of the Capgemini. And I'm here to share what we're facing during the implementation phase. And what was the challenge that we face in this project. I think it would be helpful for everyone.

Company Overview So to start, we will give a little bit of the company overview. So V.tal was um. V.tal was acquired by the BTG Pactual Bank to expand its operation in Brazil in 2022. V.tal was created initially to be a company that has neutral optic fiber in Brazil, and they wanted to explain to different, uh, vendors.

So they acquired, uh, oii, which was the previous telco company, and they had a lot of challenges to keep going with the expansion that they were envisioning for the next five years, because they had a lot of legacy systems that they needed to transform into Cloud system to be able to expand not only through Brazil, but also to other countries in Latin America.

And some of the logistics required those cables to be undersea and also in between mountains. So that's the reason why they needed to invest a lot, um, not only in technology but also in infrastructure, um, as well, to be able to accomplish, uh, the digital transformation that they were planning to. Um, so they had that challenge. They had the goal.

Why Did They Pick Pega? So why did they pick Pega? There are several others of companies who can provide this system to them. So when they were doing a brainstorm and they were thinking about the challenges that they needed to go through and what they needed to deliver in order to be able to become one of the biggest, uh, optic fibers, um, companies in Brazil.

The first thing that they mentioned, it was about a legacy system, um. Oriented, uh, company. So in order to be able to focus on client experience, to deliver faster, um, operational efficiency, they needed to bring their previous legacy systems into the cloud. So they were seeking for a company who could bring the technology to help them to do this migration.

Another thing was the product redesign, um, and the migration. So they had a very product oriented, um, company. And that was an issue because first they were set up in verticals according to the products. And, and the operation was all developed to be to deliver a product. And they needed to change the mindset to deliver to the client, to put the client in the center and not the product anymore, to be able to orchestrate the client journey. And then the operation to become the second phase, to be able to deliver the goal and the value that they were seeking, um, in the market. So they needed to go through a cultural transformation as well in terms of changing the entire operation model from product oriented into client centric, um oriented.

The third piece was the BSS and OSS. So business support systems and operational support systems, segregation and modernization. When those systems were previously in legacy systems in OE, they were working together and one was dependable of the other. So sometimes when the business intention was not speaking with the operational, uh, needs, it would get stuck and then they wouldn't be able to move forward with the transformation that they wanted. So they are we need to divide it and business. They need to work together. But the systems they need to be separate because we need to manage them in separate ways And to be able to construct a governance model which would enable us to do the migration without needing to be dependent on both together. So that was a challenge that they were suffering as well and they needed to resolve.

The fourth one was the data migration in Treasury Assurances. So in the systems that they had, that data was dispersed, um, all over. It was not centralized in a unique space, and that was difficult for them to keep up with compliance. Um, according to the Brazilian legislation as well, they need to stay for a certain amount of period. They need to keep the client data there in the case they get audit. So they were thinking about now that we're going to expand our operation, we're going to be in the homes of more people. We care about our clients. They are in the center of the operation. We need to take care of their data as well. We need a very trustworthy platform that's going to be able to do that, and it's going to be easy for us to report back when the government asks us for auditing purpose.

And the last one, um, the enablement of a new wholesale commercial model. So the, the wholesale model, they were all fragmented before and when the operation, they are planning to increase the operation. They have this strategy. They're going to have much more clients to deal with in the B2B model of operation. But they also had B2C clients. They were also selling their products to end users. So they were like with the legacy systems, we need to put lots of people to manage the Excel spreadsheets, all the legacy systems and all other type of documentation. Now, this is going to be impossible. Otherwise we're going to have to increase the company like workforce like three times more, because we're going to be dealing with other big companies and end users like. And the client cannot see that we're having like, um, operational silos like lack of communication. So we could provide, um, a good client experience.

So those were the challenges they identified, um, what they needed to be able to be the biggest company in Brazil who are in most homes, 16 million homes with fiber optics. Um, they also announced like partnership with lots of universities in Brazil, other tech companies to be able to specialize and to form new uh, resources as well because they wanted to increase operation, but like, they would need the resources as well to be able to not only, uh, work with a Pega, but also with other technologies that they were bringing in inside their operation. And we will talk about in the presentation as well, how they did it and partnership with other um companies, tech companies as well.

So they looked at the gardener, all our reviews online. That was how they came to to to know Pega. Um, and they were like, okay. So we watched some case studies, we analyzed the market, we spoke with a different, uh, executives in Brazil that is already working with Pega. And then they decided to come to Pega and to choose their, um, workflow automation platform to be, uh, with us.

Implementation Strategy So after analyzing all of that, they were like, all right, we're going to pick this platform. We're going to pick Pega as our partner, um, to bring the operational efficiency that we need. But we need to get prepared. It's new. Um, I have never heard about Pega before, so this is going to be new for our business units as well. We're going to need to bring awareness to those business units. Uh, what do we need to do to make sure that the project is going to be successful from the first moment, and we can deliver results and value to the leadership. So they keep funding us and increasing um. Um, the, the resources and the funds to support, uh, our digital transformation, um, goals.

So they divided into two pieces. Their implementation. So they had one mindset, um, going to towards like management, like product orientation. So they were like, this is going to be a project. This is the strategy that we want to deliver that's going to affect the entire company and our clients. So we need to treat it as a project. We need to have someone like to manage the entire implementation. Besides what we would need to do in terms of building the foundations to implement the application. So divided into two pieces. And if you compare it to the Pega rose, one person would be looking into business a BA, and the other person would be responsible to look into the technological piece and to make sure that he is in contact with the business units and working together. So as a system architect and a business architect, working together to be able to deliver a good quality project.

So in terms of the project oriented mind set, they were like, the first thing we need is an executive sponsor. We need sponsorship. This has to come top down so we can reduce Other going, going to the business areas and having lots of people like pushing against because they might say, oh, it's one more platform. It's one more thing that I'm going to need to do for work. And we didn't want these people to have this mindset. We wanted them to buy in the Platform and to be like sponsors, to be champions of the Platform, by making them to realize that the new system would improve the the their work as an employee as well deliver it fast so they would have time to do other things and maybe leave their shifts like on time, not stay at work like past time to have time with their family. So that was the mindset that we needed to to set up there.

And then we were like, we need to secure a budget. It's not for free. So we need to see like, um, we need to plan how much it's going to cost, the implementation, the delivery, and also to maintain those systems once they are already in the platform. So this is something that we need to be in constant, um, um, thinking. And for that, if we have the sponsorship as well, it's going to be easy to move forward.

Besides that, we need to prioritize the roadmap. We need to know, like what are going to be the systems and the workflows that we want to first migrate because we have several they want everything for tomorrow. So what are we going to do with that? So they set down business and it and throughout the entire presentation we're going to highlight because it's very important that both areas like are together and working together to make it successful. Define what are the strategic applications by deciding what do we want to deliver first with Pega. What is our goal? What is the company goal? What are my KPIs as an employee? What do I need to deliver to receive my bonus at the end of the year as well?

So they set it up some criterias like what is delivering the restructure that the entire company needs to position themselves not only technological, but in terms of marketing as well, in terms of a logo that they provide the best client customer experience in Brazil and in South America, in the telco industry. So that was one of the criteria that they used to pick the first application. What are the legacy systems that it has lots of capabilities to radiate and to accelerate operational efficiency. But because it's in a system that doesn't have many features and channels, capabilities and integration capabilities, that is slowing down the curve of development that we need and we need to substitute. We need to get it away from this system and as soon as possible, and bring them to Pega so the operation can escalate in the path that we need.

And then who is going to do that? We need time to train our own resources in Pega so we don't have this time. My leadership is asking me to deliver in two weeks. I'm telling them that I need a month. What am I going to do? We need to count towards our partners. We have several implementation partners to deliver projects that are certified by Pega. We are increasing the pool of partners that we have available in Latin America as well, because the curve of how much we're increasing the region with the resources that we have available, they were not matching. So we needed to train new people. We needed clients to train new people. We need the Pega to train new people. So we counted a lot with our partners to train those people and to help us to deliver good quality service. And that's when Capgemini came in in the project and helped them to deliver the first application which you see in the next slide.

Platform Setup I'm not going to go over everything now. I'm going to switch towards the Pega Platform, um, setup. So in when they were thinking about business, they were thinking about the projects. They were like, okay, we have the platform, what do we need to do? The environment is deployed to us. We need to set up the platform. We need to to give roles. We need to enable security protocols that we have inside our own company that needs to match with the protocols that Pega has inside the platform.

We have Generative AI, we have Blueprint. This has to go through a Generative AI commission. It's going to take some time for them to approve so our users can use the Generative AI capabilities. So they start thinking about it so it could accelerate. So when the project team was ready to start the project and go. It would not be an obstacle in the middle to accelerate the project. So they were doing at the same time that they were discussing other things on top, and they were like, all right. The GenAI GenAI, I think is addressed. The setup of the platform is addressed. The layers were constructed in a way that we can reuse the the workflows that we're building, the integrations that we're going to need.

Now it's time to think about COE. And that's the current stage that V.tal is right now. They don't have a constructed co a final Co. They are in the process of creating one. And we are talking about the government's, the governance of this process with them with the help of Pega Consulting Services and also our, our partner, um, where they will make sure that they have people from many different business units, um, on the table speaking about what are their needs, collecting the requirements that they have and it together to work as a partner and make sure that they're going to deliver the needs of the business units, but without sacrificing or giving up of some technological needs that they need to preserve in order to the operational efficiency increase faster, which are let's not do lots of customizations because we know that each business unit is going to need something different. But if we customize is going to be difficult for us to replicate to reuse in the future. So let's try to collect the requirements and see a way that we can explain to the business folks that we can still deliver, that we can still bring the value to them without having to make lots of customization and enabling us to make reuse throughout the process.

So they decided to add in the SEO as well. A person who would be looking at the reuse library of not only workflows, but also about APIs that they needed to integrate throughout other systems and keep it constantly up to date. So the business areas could use, um, um, those features that they were building. We need something to monitor progress, to monitor how the queries like how the environments are going. So they use PDC, the proactive diagnostic Cloud, for those who don't know, it's our monitoring tool. Two. So you have lots of different information that you can track their integration, DevOps and many different things.

I spoke a lot. So now I'm going to pass to my friend Patsy, who will walk over the application and the technical aspects.

Technical Implementation - Ricardo Pezzi Thank you Louise. So I'm going to use my part of this presentation to share what was the challenge that we faced during the implementation of this project? Um, but before that, let me share how is the V.tal business?

V.tal. As we said, it's a natural network operation so they can sell their product directly to their client. And also they can sell the product through the other partners or the partners here means other telco, telco, telco companies. That can be a V.tal partner and sell their products directly. They can create the order and this order needed to be managed to to V.tal.

In the past, V.tal had another PMS tools called Pipefy, and basically they have one process for each vendor, for each partner and for each product. And why they choose Pega. Let me add two more information. They choose Pega because of the Center-out architecture. They needed to manage the the so many channels that need to integration with these other partners and also with the Salesforce. When V.tal sell the product direct to the client, they are using Salesforce. And you can make a really better together platform than the other stuff on the Salesforce. Then it comes through to Pega, through the integration. And also we have a lot of integration with this partner. Then they can start the order in on Platform. And this all came through Pega Pega in this situation. It's a really central technology orchestration. It's like a brain. The whole business rules are in Pega today. Okay.

The other reason was because of this institutional Layer Cake they needed to reuse the components. They needed to reuse the integration. They needed to reuse the the case type to be faster, launch new products. And that was one of the reasons they chose Pega, because as I said in the order BPMN tools, there is no possible that wasn't possible to do that.

Implementation Challenges Um, let's go back to the the challenge of the implementation. Um, API integrations API integration was a big challenge, not only because it connected with other legacy systems, but as well to connect with these partners, how we can provide a good APIs to to enable V.tal and connect with the partners and onboarding new partners as well, because this is a very important part of the business data.

Data was not a big challenge in the past when we needed to evaluate the client information, they needed to absorb many legacy systems and spend a lot of time to do that. And now with the Center-out application, we are able to integrate Pega with another legacy system and bring this information to Pega. Then they can only use Pega to analyze the client's information and make the right decision to go ahead with the process. This can save a lot of time during the audit process And help the V.tal achieve really good results only on the first deploy on the first version of this application.

So here, uh, just to to share with you what I said about the Center-out about the Layer Cake, it's one of the example of the fulfillment case type in the past, as I said in the old BPMN tools, um, they basically have one process for each product and one process for each product and each, sorry, one process for each product and one process for each partner. But now they had only one case type that you can specialize it through the Layer Cake the business requirement for each partner and be able to launch new products faster than in the past, because in the past, you want to onboard a new pattern that needs to replicate the full process and create more lag. But now they can use only one case type to do that, and help a lot to onboard new partners and also enhance the product's sales commercialization.

Constellation Constellation Other I would like to Constellation when I started this project to make many workshops with the business area to understand how Constellation works. What is the proposal to use Constellation. Why Constellation can deliver it faster than others? User interface and they really do gain a lot of time to implement Pega Platform adapt because of the Constellation was a huge to negotiate with the business team because of the Uh, user experience to behave. But in the end, it was very productive because of the Constellation then it was a really a game changer for us.

Results Finally, here are some results in very good results that we achieved during this project. We are able to reduce we were able to reduce the the time of the commercialization process from ten days to six minutes. It's a really interesting because of the Layer Cake case Typekit process modernization, how you are managing the data today. As I said, avoid to the operate. Connect with a lot of legacy systems. Connect with the data. As I said, 80% now of the data is captured through the legacy system because of the APIs in the past to analyze this information and the opportunity to connect with a lot of legacy systems. As I said, open so many systems in the same time to give the correct data to analyze the process. But now and this data is totally connected with Pega and Pega now is managing the data and enable to the operator to make the decision faster and hard and right decision.

Another business value is. I cannot see. The number of providers that they worry about. And that's another good information. But omnichannel connect with another partner. That was a game changer to V.tal and can improve so much the process when you compare with the old BPM system.

So that's it. That's let us share with you. Um, so great results for only three months of this implementation. And the strategy was create a case type and focused on the only one product and only one partner to create like a foundation. And before that we are using, as I said, this case type to improve and allow new products and onboarding new partners. And they collected a lot of good results. Thank you.

Lessons Learned So just to conclude we will share some lessons learned from this product project. Um, and it is also good to highlight that the fact that they were on the first version of the application as well, like Infinity 24, they always keep Skip current and doing the update, applying the patches, which is also very important because there are some security security hotfixes that Pega provides their new enhancements as well. So they were taking the advantage of everything that Pega puts available to them. So UI, UX Constellation, which is our latest capability for UI, UX design, the version 24. Now they are already planning the migration to Infinity 25. They're super excited about the agents. Keep current is very important as well and facilitates to the partners as well. Right to deliver a good a good service.

So as a lesson learned something that we wanted to share. So the multi disciplinary leadership, it is very common that when you have the projects that you're delivering a project, you focus on only one sponsor. I mean, it's great if you at least have one sponsor, but if you can get at least the commitment from other leaders, other levels, from different areas, it's going to be good because it's going to make them feel as part of the process. When the person like think of yourself, when you feel part of the process inside your company, you tend to to to encourage other folks like to do that because it's something that you contributed. It's something that you saw with your eyes that it's good, it's going to give results and it's going to be good for the company. So involve as many people as you can. Since ground zero, since the first moment.

Um, the second thing as active alignment, it is very common that when they start, clients start to escalate the the implementation of Pega the the area. They started having their own squads, their own development team and they if you don't have a very good governance model in place, they might do real work because they might do something that the other is doing at the same time, or they're not using something that is already on their reuse library that they could be using. So this is a tip that we give like make sure that everybody is aligned. Everybody is on the table. They are talking um all the time.

The third piece is the customer centric, um, approach. And that was one of the main reasons why they chose Pega to be the orchestrator. So when you have the client in the middle, you're thinking of how you can provide the better experience. And then you plug it in the channels, you plug it in the data systems, you plug it in. The other pieces that you need to deliver that service. Uh, it needs a lot of, uh, to bring to bring a lot of awareness to folks who were previous with the mindset of a product oriented, um, company. So work from the first moment with your staff, with your employees on how to have a client centric mentality.

Um, the other thing is comprehensive testing test, test, test, test. With Blueprint, you can accelerate throughout discovery. So when you go to the studios, when you go to add something at App Studio Dev Studio, with the application almost done coming from the Blueprint, you're not going to take a lot of time editing, uh, when you don't have difficult integrations to plug it in, you're going to have more time to test to make sure that the application is following the best practices, all the guidelines. So when you move to production, it's very seamless. You don't see like many, um, arrows or you don't need to rollback the application. So it's very important to build a test scenario to make sure that, um, the application is good to go to production. So we're talking about test performance test like lots of things.

And Luis, because of the workshops that we made, uh, when we started the project to talk about the Constellation, uh, the business area and now able to understand the outcome generated through the Blueprint, because in the end of the day, the Blueprint will show the Constellation interface. And now when I understand Constellation interface, they can see that okay, this is the behavior. This is how Pega understand the usability user interface. Then they can provide so many changes and they can use the they're out of the box of the Constellation. That's going to be very useful for us because we can deliver it faster than if you have to go back to the user interface and make some adjustments because of the business requirements. Now the the the game changed and the client understand the value of the Constellation understand okay, I can use this this what is the Pega suggest for me? That was a big challenge as well.

Yeah, right. Thanks for bringing this up. Um value delivery and prioritization. Um, most of the time the partner is going to be delivering the work. So it's very important that you get involved. It's like a collaborative work between Pega the partner and the client. Um, if we can build this type of ecosystem and partnership, it's going to accelerate the development as well. And to make sure that when you're collecting the requirements from the business units, you also capture, like what are the needs? Why do they need to bring the application into the system. So you have, uh, measurements to make. Once you put the application in production and you can evaluate how it was performed before they added into Pega and now how it's running inside Pega. So define clear KPIs like, uh, um, how many days you are using to deploy an application in Pipefy, for example, which was the the the system that they replaced, how, how, how many times they spent in discovery Implementation and now compare with the Blueprint. With Blueprint. With Pega. Like how it accelerated. So those are KPIs. That's going to be good to measure.

Uh, focus on both business KPIs and technical KPIs, because then you can report back like both pieces, um, and make both sides happy. Um, in the game as well, I that was I hope it contributed a little bit, especially for the clients who are starting um, with Pega as well. And we wanted to leave this session with this code. The secret of change is to focus all of your energy, not on fighting the old, but on building the new from Socrates. So let's make digital transformation something fun and not something like that. People tend to see as, um, a very, a very big thing. So let's make it to look small and let's do it. So that's it. That's it. Thank you, thank you.

Q&A Session Any questions? Yeah. Do you guys have any questions? Okay okay.

Hi. My name is Igor. Nice to meet you. I've heard a lot about Blueprint in the last couple of days. And I know that since you guys are presenting the case today, I imagine this has been going on for some time. So, as I was wondering, if you guys had the chance to use Blueprint during the development and implementation phase Face. And how was it, please?

Sure. For sure. Um, when I started the project, as I said, the client just to didn't have any interaction with the Blueprint, but now they are using to define what is going to be the next step. And as I said, not only Blueprint Constellation as well. So you made so many workshops with the business area to explain the Blueprint and the Constellation, to make sure that you can achieve the time to deliver the project. And the requirement now comes through the the Blueprint not as of the design thinking session and something like that. So they use Blueprint a lot today and to define the evolution of the product for sure.

Yeah. And sometimes we use the blueprint of the blueprint. We create the workflow where we import in the legacy. PDF or as is journey inside the Pega Blueprint and whatever he suggests as the as is journey in a cloud system. We collect the PDF because in the Blueprint you can generate a PDF, and we put that PDF in the beginning of the Blueprint. Again, we upload it to see what's going to be the to be journey that the Blueprint, the SEC Blueprint is going to provide us as like an enhancement. Like every time that you click generate a new Blueprint in in in the same Blueprint is going to give you like other options, and then you can just add it and um, and make it more familiar to your own, um, business. Yeah.

Hi. Thank you so much. Thank you.