Most platform programs fail for operational reasons, not technical ones.
Seven Point Advisory works with contact center operators, software companies, and the services firms that support them. Evaluation, migration, delivery, and the operating model that has to hold once the technology is live.
Seven points where programs usually come apart
Engagements are scoped individually. Most start with an assessment and go where the findings lead.
Contact center and telephony operations
Dialer strategy, queue and routing design, compliance posture, and the day-to-day mechanics of an outbound or blended floor.
Platform evaluation and vendor selection
Requirements that reflect how you actually operate, honest scoring, and reference calls that surface what demos do not.
Migration readiness and execution
Current-state analysis, sequencing, cutover planning, and the decisions that have to be made before configuration starts.
Support and delivery operations
Tiering, escalation, staffing models, and the measurement that tells you whether support is improving or just busy.
Customer experience and retention
Onboarding design, health signals that predict churn early enough to act, and the handoffs between sales, delivery, and support.
Professional services and implementation
Scoping discipline, delivery methodology, and internal tooling that makes projects repeatable instead of heroic.
Organizational design and process improvement
Who owns what, where work stalls, and the structural changes that make the rest of this list stick.
Assess, blueprint, then stay through execution
Short engagements are fine. What does not work is a report handed over at the moment the hard part begins.
Current state, honestly
Two to four weeks. Interviews, configuration review, and a look at the numbers you already have. The deliverable is a clear picture of what is actually happening, including the parts nobody has written down.
Decisions, sequenced
A plan that names the decisions, the owners, and the order. Where a platform change is involved, that includes the target design and the testing and go-live checklists that go with it.
Present while it lands
Fractional operating support through the period that determines whether the plan survives contact with the business. Ongoing or capped, whichever fits.
Paul McGee
Three decades in contact center technology, most of it spent where telephony, operations, and software meet. Dialer and collections environments, UCaaS and CCaaS architecture, and the support and delivery organizations that sit behind them.
At LiveVox, an 81-person cross-functional organization through the company's scaling into the public markets, spanning customer experience, support, product, and delivery. More recently, SVP of Operations at a private equity backed sales engagement platform, with the same four functions reporting in.
The through line is not a specialty so much as a habit: finding the systemic problem underneath the symptom everyone is arguing about, and rebuilding the process around it.
Fractional Chief Operating Officer, Winspeed
Alongside Seven Point Advisory engagements, Paul serves as fractional COO at Winspeed, where he designs and operationalizes the firm's onboarding and professional services infrastructure. Winspeed customers and prospects can also work with him directly during evaluations and platform programs.
Tell me what is not working.
A first conversation is thirty minutes and costs nothing. If the problem is outside what I do, I will say so and point you somewhere better.