OneVizion, under the leadership of Founder John Patton, is seeking to change how telecommunications companies manage their critical infrastructure.
Patton, a Naval Academy graduate with 22 years of military service, brings his problem-solving expertise to the tech world, addressing complex asset management challenges.
OneVizion’s platform stands out by dividing resources into three fundamental categories: data, processes and tasks. This approach allows companies to consolidate scattered data, embed corporate culture into processes and implement forecasting logic for future projections. The result, Patton says, is a comprehensive system that handles both deployment and asset management efficiently.
The Founder also draws attention to a surprising industry practice – many service providers still rely on Excel spreadsheets for asset tracking. While spreadsheets offer flexibility, they lack scalability and the ability to create a unified plan of record. OneVizion’s solution addresses this limitation, providing both flexibility and scalability.
With a track record of managing over $100 billion worth of assets, OneVizion’s platform proves its capability in handling complex telecommunications infrastructure. From cell tower deployments to ongoing asset maintenance, the system offers a holistic approach to infrastructure management, setting a new standard in the industry.
Tune in to the full conversation to learn more.
Hey, John, what are some significant advantages OneVizion provides over other ERP solutions?
We were able to divide fundamental resources up, and we call them quite simply data processes and tasks. And so, the idea here is that you want to basically be able to accumulate your data. We weighed into corporations. We see data smeared through literally hundreds of systems. We have to be able to tighten that up so that it’s executable. Then, we want to take the culture of a corporation and embed that into processes, and we have quite a palette of processes and operate that against the data. And then, finally, we want to take the executional pieces and add a timing element to that. And we call it tasks, which are project management schedules so that you can do forecasting. The essence is that we want to be able to accumulate lots of data, take your culture and embed them into processes that operate against the data, and then put in forecasting logic so that you can project into the future data, process, and tasks.
The platform isn’t new at all. In fact, it has a track record. Is it true you’re managing over $100 billion worth of assets?
Absolutely. And so, we’ve actually addressed a variety of problems because when you look at the two general large groupings, we call them journey solutions, you start with the business problem, you end with a solution. And then, we have two types. One of them is a deployment type, which requires scheduling, and the other is an asset type problem where it basically is driven by events. And classically, you’re deploying a cell tower and you’re putting 5G up. That’s a deployment problem. And it starts from selling it all the way to turnover ops turnover to the team. And, then they have to take that and now it becomes an asset. And it’s not driven by schedules, it’s driven by events. Do we need to upgrade it? Do we need to sell it? Do we need to maintain it? Do we need to decommission it? And so, there’s two large points. We have deployment and then we have asset types, and we accomplish both of those.
John, is it true that some service providers manage their assets using Excel spreadsheets?
Well, I wouldn’t say they’re managing. Managing is a loaded word. I would say that they’re tracking at best. The reason they have Excel spreadsheets is because if you’re flexible and scalable as a requirement, and usually if you’re scalable, you’re not flexible. And so, flexibility wins out. And the most flexible thing of them all is a spreadsheet. And so, you end up building your go-by, you grab your last spreadsheet, you put it in, you put your new columns in, and you start tracking. And there’s very little capacity for taking those literally hundreds of spreadsheets pulling together into a single plan of records so that you can execute off it. You’re scattering, your data is not very high, it’s just deep. And the way you end up managing it is with literally hundreds of meetings.
Unbelievable. And I think it’s a real surprise to people that that’s really what’s happening.
