A UK field services company: from kickoff to live on Genesys Cloud in 13 weeks

The company maintains, inspects and repairs systems at its customers' premises across the UK and Ireland, and almost everything it does starts with a phone call or an email: a customer reporting a fault, an engineer calling in from site, a large account chasing a job, a branch rescheduling a visit, a finance query about an invoice. Those contacts were spread across a Mitel contact centre, dozens of regional and customer-specific numbers, shared mailboxes and a separate hosted dialler, and they were handled by more than 20 teams in a dozen departments, from a main contact centre to regional offices, home workers and an offshore team in India.

The Mitel contract ended on 29 June 2026, and staying beyond it meant a renewal or an extension the company did not want. When the project kicked off in late February, two months of an already short timeline had gone, and the presales plan had assumed the company would be off Mitel by May. Everything had to be discovered, designed, built, tested, trained and cut over in roughly three months, without interrupting a service that customers and engineers depend on every day.

QVCCS was engaged by a global systems integrator and Genesys reseller to lead the technical delivery: discovery, requirements, design, build, testing, migration and handover, working alongside the integrator's project management, telephony and managed service teams and, above all, the company's own people. The programme ran as a PRINCE2 waterfall, with every stage compressed and many run in parallel.

1. Ten business and five technical discovery workshops, two hours each, in under three weeks
2. A functional requirements specification and configuration checklists for six service areas
3. Build of the organisation, telephony, IVRs, around 40 in-queue flows and 20 email flows
4. Workforce management, an outbound dialler campaign, reporting and wallboards
5. Single sign-on and SCIM user provisioning through Microsoft Entra ID
6. System testing, client acceptance testing, training and migration runbooks
7. A big-bang go-live, hypercare, warranty support and handover to managed service

Here the solution was as much the plan as the platform, and the plan tells the story better than any summary. Kickoff and mustering took the first week, from 25 February. Design ran for five weeks from 4 March: ten business workshops and five technical workshops in parallel, finished by 24 March, with the requirements specification, high-level design and final configuration checklists produced alongside them and signed off on 7 April. Contracts were completed and the Genesys Cloud subscription ordered on 1 April, and the organisation was instantiated a week later, on 8 April. From that day to go-live was seven weeks.

Build took four weeks. The carrier's SIP trunk and test numbers were in place on 10 April, along with single sign-on and SCIM for the first test users. The inbound flows, around 40 in-queue flows, agent scripts and 20 email flows were configured in two weeks, from 13 to 24 April, while the company chose its text-to-speech voice in parallel. The outbound dialler campaign took two days, reporting one, and system test documentation was written while the build finished. System integration testing, retesting and defect fixes ran from 29 April to 1 May.

Migration preparation began on 7 May. The company's team was trained for acceptance testing on the same day as their administrators began their own training, acceptance testing of voice and email ran from 11 to 20 May, and the tested configuration was cloned from pre-production to production in the same window. Single sign-on was extended to every user, supervisors assigned their people to queues, WebRTC phones were created and train-the-trainer sessions prepared supervisors to train their teams. The go or no-go decision and change board approval came on 26 May.

The cutover happened on 28 May, with 48 hours of hypercare, and the plan's second go-live window followed on 2 June. That was 13 weeks after kickoff and a month before the Mitel contract ended. Thirty days of warranty support followed, with a formal handover to the integrator's managed service on 18 June and a period of dual support until early July. Across the whole plan, no phase moved more than five and a half days from its baseline, and both go-live windows landed within a day of the dates set before any of the work began.

Short projects are usually small ones. This one was not. Discovery catalogued 131 distinct numbers across the company's supplied lists, and 89 service numbers were configured to route through the new platform: national 0344 and 0800 numbers, the main contact centre lines, regional branch numbers, dedicated lines for major customers, engineer and dispatch lines, out-of-hours lines for Great Britain and Ireland, and numbers for credit control, HR, sales and specialist teams. Each needed a route, a schedule, a flow and a test.

Behind those numbers sit 113 queues across six service areas, 48 email addresses feeding 20 email flows, more than 250 prompts and more than 350 wrap-up codes, each agreed with the teams who would use them. A directory of 371 field engineers, each linked to a mobile number and one of 15 dispatch regions, drives the engineer line. And 315 agents, supervisors and administrators across the main contact centre, regional offices, home workers and the India team were provisioned through Microsoft Entra ID, each with the right role, division and queues.

• 315 agents on Genesys Cloud CX 3, in more than 20 teams across a dozen departments
• 89 service numbers routed, from 131 identified in discovery
• 113 queues, around 40 in-queue flows and 20 email flows
• 48 shared mailboxes, with a signature for each team's queue
• 371 engineers recognised by mobile number across 15 dispatch regions
• More than 250 prompts and 350 wrap-up codes

The main contact centre handles the company's busiest numbers. Its main IVR checks an emergency message table, which the company can switch on without a change to the flow, plays the privacy notice, applies the opening schedule and offers engineer and customer support, remote support and monitoring, sales, invoicing and payments, and retention, with further choices for engineer requests, assessments and training, and the customer portal help desk. Alongside it run a connected services IVR, national accounts routing, a routine inspection line, a retention line, an engineer sales line, a verification line, a health and safety line, dedicated lines for major customers, and out-of-hours lines for Great Britain and for Ireland.

The engineer line shows how much thought sat inside the short timeline. Engineers call in from site to reach the dispatcher for their region. The flow first looks up the caller's mobile number in a data table of 371 engineers; if it is recognised, the call goes straight to the right regional dispatch queue and the engineer's details appear for the dispatcher. If not, the engineer enters a route code for one of 15 regions, with retries and a fallback to all dispatchers. Out of hours, calls go to an out-of-hours team, and before queuing the flow checks that an agent is available.

Regional customer service had grown up around branch numbers, each with its own call flow on the old platform. Discovery collected the existing flows for each region and consolidated them into a single regional design: main 0344 numbers, small works, customer-specific lines and a line for one region with its own requirements, all sharing one in-queue experience. National customer service brought national accounts, contract launch and regional recommendations onto the same platform, with routing that distinguishes the types of work each team handles.

The back-office functions moved at the same time. Credit control has several lines for different parts of the business, including Northern Ireland, with its own in-queue flow. HR and payroll, sales, operations administration, community care, consultancy, mechanical services and the systems team each have their own numbers, queues, schedules and wrap-up codes, so every department reports on its own work from the first day. The secure payment flows for credit control were designed in dedicated workshops during discovery and are planned for a later phase.

Email moved onto Genesys Cloud CX in the same cutover, not in a later phase. Forty-eight addresses now route into queues through 20 email flows: regional dispatch mailboxes for each part of the country, a major accounts help desk, regional administration and installation mailboxes, parts ordering, and the shared mailboxes worked by the team in India, who handle sales and engineer order processing, terminations, recommendations, general administration and customer portal administration.

Each queue has its own email signature, agreed with its team during discovery, so replies look the same whichever agent sends them. Because email is routed like any other interaction, supervisors in the UK and India see their email work in the same queues, reports and wallboards as calls, and the company manages its workload across both countries in one place.

Workforce management went live at the same time as everything else, built from the contact centre's existing shift patterns, so forecasting and scheduling were in place from the first day rather than added once the dust had settled. An outbound dialler campaign replaced the sales team's previous hosted dialler, configured as a template the company can reuse for further campaigns.

Single sign-on and SCIM through Microsoft Entra ID mean users are created, updated and removed from the company's own directory, with Entra groups granting the agent, supervisor and administrator roles. It was configured for test users on the day the trunk went live, and extended to all users a fortnight before go-live, which let supervisors assign their own people to queues and gave every user a WebRTC phone well before cutover.

No single technique made 13 weeks possible. It came from working as one team, in the open. The company's leaders made decisions in workshops rather than after them, gave their subject matter experts the time to attend, and supplied their existing call flows, number lists, mailboxes and team structures quickly. QVCCS turned each workshop into designs and configuration checklists the same week, so the teams could check what would be built while it was still fresh, and every open question was visible to both sides.

The plan was built to overlap wherever it safely could. Technical and business discovery ran side by side. Test documentation was written during the build. Administrator training, acceptance testing and the copy to production ran in the same fortnight. The company did its own share in parallel: choosing its text-to-speech voice, assigning users to queues, preparing supervisors to train their teams and securing change board approval on time.

Telephony was designed to remove risk from the cutover. Rather than port every number on go-live day, the company's existing service numbers were forwarded to Genesys Cloud CX, so all services moved in one big-bang event that could be reversed if needed. Once the new platform had proved itself in production, the numbers were migrated to the company's preferred carrier as a separate, unhurried step. Every service was cut over together, with hypercare on hand for the first 48 hours.

The company went live exactly as planned, 13 weeks after kickoff and seven weeks after its Genesys Cloud organisation was created, and left Mitel a month before the contract ended, with no forced renewal or extension. Voice, email, workforce management, the outbound dialler, single sign-on and every one of its service areas moved in one cutover, and the service numbers then moved to the company's chosen carrier without disrupting customers.

It is the kind of project QVCCS exists for: a large, varied configuration, a deadline that could not move, and a client team prepared to work as hard and as openly as we did. The secure payment IVR and the further phases set out at kickoff will build on a platform that was designed properly despite the speed, and documented in full.

• 13 weeks from kickoff to live, seven weeks from organisation creation
• One big-bang cutover on 28 May 2026, a month before the Mitel contract ended
• 315 agents, 89 service numbers, 113 queues and 48 email addresses
• Voice, email, workforce management and outbound live together
• Numbers moved to the preferred carrier after go-live, with no disruption