Organizational Intelligence & EVP Benchmarking for a Global Telecom Tech Leader
Discover how Draup helped benchmark SaaS org structures and EVP against nine global tech peers.
About the Company
The organization is a global leader in software and technology services for the communications and media industry, serving the world’s largest telecom operators across billing, revenue management, network operations, and digital transformation. Operating across major talent hubs in India, the United States, Israel, Mexico, and the Philippines, it competes for tech and product talent against both telecom-native players and enterprise SaaS firms. As demand for specialized engineering and product capabilities intensifies, building a compelling talent strategy has become a core organizational priority.
The Core Challenges
Org Design Opacity
The organization lacked a structured, function-by-function view of how leading SaaS companies organize their engineering, product, sales, customer success, and support functions — limiting its ability to evaluate the maturity and design principles of peer workforce architectures.
Skills Architecture Gaps
Emerging and core skills taxonomy data across SaaS functions was fragmented, making it difficult to benchmark capability requirements across Engineering, Sales, Customer Success, Marketing, and Operations against what leading SaaS competitors were actively building.
EVP Landscape Mapping
The organization wanted to decode how employees perceive its EVP attribute by attribute, set against peer benchmarks, to surface which dimensions were already driving differentiation and which ones offered room to strengthen retention across its major workforce markets.
Regional Sentiment Gaps
Global EVP averages mask significant geographic variation. The organization needed region-level sentiment data across the U.S., India, Mexico, Israel, and the Philippines to understand where its employer brand was strongest and where targeted improvements were most urgent.
The Solution
Outcome
Peer Org Design Benchmarks
The organization gained a structured, function-by-function view of how leading SaaS companies organize their workforces — providing direct benchmarks for evaluating centralization, regional alignment, and business-versus-product-line orientation in its own organizational design decisions.
Skills Architecture Foundation
Function-level skills taxonomies and comparative role benchmarking grids provided the organization with structured intelligence on the capabilities being built across peer SaaS workforces — enabling more precise skill gap analysis and workforce planning.
Attribute-Level EVP Intelligence
A 14-attribute, cross-peer EVP benchmarking grid gave the organization a structured view of exactly where it over-performs — benefits, product innovation, India sentiment — and where investment is most needed — promotion pace, management recognition, U.S. and Philippines sentiment — enabling targeted rather than broad EVP improvements.
Regional Prioritization Map
Region-level sentiment analysis across five geographies gave the organization a clear prioritization framework — identifying India as a relative strength to build on and the U.S. and Philippines as markets where specific attribute improvements are most likely to reduce attrition and sharpen the employer brand.
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