Maloff NetResults Announced

Maloff NetResults
Joel Maloff, Principal Consultant
jmaloff@gmail.com
www.linkedIn.com/in/maloff
954-263-1306


FOR IMMEDIATE RELEASE

For more information, contact Joel Maloff, jmaloff@gmail.com, 954-263-1306.


Former SIP Trunking Executive Creates New Consulting Firm

Focused on translating business value of technology for corporate management


Fort Lauderdale, FL, November 10, 2009 – Joel Maloff, former Senior Vice President of Sales and Marketing for BandTel, one of the leading SIP trunk providers, today announced the formation of Maloff NetResults, a consultancy focused on assisting enterprises in the evaluation and deployment of technologies such as SIP trunking, unified communications, hosted telephony services, and information systems security – especially as it pertains to Voice over Internet (VoIP). Maloff NetResults will also work with technology companies seeking to better understand market opportunities and position themselves within these industries.

Joel Maloff has been a frequent speaker at industry conferences on topics such as SIP trunking – Ready for Prime Time, Enhancing Quality of Experience via Network Planning, and IP Peer-to–Peer Networking. He has also served as Chief Technology Officer for Fusion Telecommunications International and as Senior Vice President of Corporate Strategies for GlobalTouch Telecom. Prior to joining Fusion, He was Principal Consultant for Maloff Group International and consulted for corporations in North America, South America, Asia, Europe, and Australia.

“Technology can oftentimes be confusing or uninteresting to senior business executives,” said Maloff. “Understanding how these technologies can apply to each individual company – in plain and understandable language – may be the difference in profitability or financial distress. Maloff NetResults cuts through the hype.”

About Maloff NetResults
Maloff NetResults is an Internet business consulting firm, focused on translating technologies such as SIP trunking, IP telephony, information systems security, and “cloud” telephony/computing for business executives. The company’s founder has designed solutions for major insurance, finance, publishing, communications, and manufacturing companies, and served clients throughout the world. Contact jmaloff@gmail.com for more information.

SIP Trunking and the Role of the Telecom Director

SIP trunking has created a corporate conundrum. Telecommunications managers may have an opportunity to save hundreds of thousands of dollars a year in expenses for their organizations but by doing so, may fear that they will change their jobs or become obsolete. This is not theoretical. It is something that very well may be playing out in organizations across the country and throughout the world and affecting decisions regarding adoption of this new technology.

Let me be clear up front. Telecommunications managers and directors are NOT going away, but their roles are evolving, especially as it pertains to the incorporation of SIP trunking into the carrier services mix.

SIP trunking is a technology that is designed to lower telecommunications costs by reducing the need for traditional circuit switched telco services such as Primary Rate Interface (PRI) or T-1 circuits used for bulk voice communications. Because PRIs and other circuit based systems have a specific number of channels (call paths), there is often a considerable amount of waste. For example, a PRI offers 23 call paths. If a business requires 25 concurrent calls, they must purchase a second PRI and now have 46 call paths with 21 remaining idle but yet billed. SIP trunking is not based on circuit switching, so a requirement for 25 concurrent calls can be easily served with 25 SIP trunks. The cost reduction when compared to traditional telephony can be as much as 70% per month on recurring charges for larger organizations with many PRIs and leased line connections.

SIP trunking works well and is a proven technology, but it differs from traditional telecommunications services. Servers, routers, session border controllers, and SIP-aware firewalls must be configured and managed. Those have been the responsibilities of the network and information systems groups. Telecommunications managers may not be in their element when it comes to IP telephony; however, they DO understand reliability, quality of service, service level assurances, and redundancy.

Corporate executives have relied on their telecommunications managers to keep the telephone systems up and running for a very long time. They trust them and value their opinions. How do executives ensure that all viable alternatives for reduction of cost and continuation of high quality services have been considered when lack of familiarity or concerns with change may be inhibiting factors?

I offer no easy or simple answers but do have three observations.

Engineers are frequently driven by the desire to eliminate single points of failure in telecommunications or network systems. Telecom managers can incorporate SIP trunking into their architectures as redundancy for existing circuit switched services. Combine this with wireless and you have three modes of transportation for voice communication. Most telecom managers prefer to have multiple communications carriers wherever possible for redundancy. However, a solution that offers redundancy with multiple different technologies – wireline, wireless, and Internet-based - are unlikely to all be impacted at the same time by the same adverse conditions and offer a far superior solution. SIP trunking can therefore further enhance the role of the telecom manager if viewed in this way rather than diminishing it. Reliance on expensive PRIs can be reduced, providing significant cost benefits, but without the “all or nothing” risk scenario. In addition, much greater redundancy and survivability can be achieved through the incorporation of multiple transport vehicles.

Traditional telecommunications managers are a valuable resource. They also understand state-based call control events which may be a foreign concept to many information systems managers. With Voice over IP (VoIP), pulse code modulation (PCM) is replaced with Internet Protocol, but at the signaling layer, session initiation protocol (SIP) and circuit based signaling layer technology concepts, such as ISDN and SS7-ISUP, are almost identical. Traditional telecom experience is invaluable, and although technology is evolving, I am certain there is a significant role remaining for these skill sets. However, it is equally important that traditional telecom managers continue the life-long learning process, embrace the changes that are occurring, and adapt themselves so that they serve both the best interests of their employers as well as their own.

With the watchful eye of investors and stakeholders constantly scrutinizing the bottom line, financial executives in companies of all sizes are being forced to evaluate expenditures. SIP trunking offers a clear and immediate opportunity for potentially enormous cost reductions. Communications is no longer an expense item only – it is a strategic asset for the Twenty-First century. Senior executives must understand this asset and be certain that they are getting the best value for their investment. This means asking questions of your trusted advisers and ensuring that your bottom line profits are not being diminished by delays, fear, or personal apprehension.

This can be an unbelievably difficult challenge but recognizing that it exists is the first step in coming to grips with it and finding sensitive solutions that work to the benefit of all.