Beyond Direct Operator Connections: Strategic Advisory for CP’s

For many companies entering a new market, the first question is often: “Can you get us a direct operator connection?”

It’s an understandable question. Direct relationships with mobile network operators can unlock better commercial terms, greater operational control and, in many cases, a stronger competitive position. But they are only one part of the picture. Often, the value is not so much in the technical relationship with the operator, but with the trust relationship. And such relationships can also be built by partnering with established, credible and locally entrenched gateways. Whichever form of connection a digital content merchant selects, appointing consultants to solely ‘deliver connections’ is a short-term approach. 

The reality is that successful DCB businesses are rarely built on connectivity alone. Long-term growth depends on understanding the market you are entering, the commercial dynamics between operators and aggregators, the local regulatory environment, consumer purchasing behaviour and the commercial models that will remain viable well beyond launch. The same is true for ‘legacy connections’: those markets that show up at the bottom of the revenue reports because they were connected aeons ago and for whatever reason, cannot be made successful (often while competitors flourish). 

This is where strategic advisory differs from transactional consulting.

Some consultants specialise in facilitating operator introductions or negotiating commercial agreements. Those services have their place and can be valuable at the right stage of a project. At Lever & Hart, however, we see those introductions as one milestone within a much broader growth strategy.

A successful market entry, or reinvigorating a stagnant connection, begins with asking different questions.

Is there genuine demand for your product in this market? Which operators should you prioritise, and why? Should you establish a local entity before launching? What licensing, tax or regulatory considerations need to be addressed? Which billing frequencies and price points align with local consumer behaviour? What commercial model will be sustainable twelve or twenty-four months after launch, rather than simply generating initial transactions?

These decisions often have a greater influence on long-term success than the operator agreement itself.

Equally important is relationship management. Strong operator partnerships are not built during contract negotiations alone. They require ongoing engagement, an understanding of each stakeholder’s commercial objectives and the ability to adapt as priorities evolve. Markets change. Regulations change. Operators change strategy. The businesses that continue to grow are those that remain closely aligned with these developments.

The same principle applies to compliance. Every market has its own regulatory expectations, industry codes, consumer protection requirements and commercial practices. Understanding these before entering a market and remaining aligned is considerably easier than correcting course afterwards.

This broader perspective is what Lever & Hart brings to every engagement.

Our role is not simply to open doors. It is to help clients understand which doors are worth opening, how to build sustainable partnerships once they do, and how to create commercial models that continue to perform as markets mature.

Direct operator connectivity may enable a launch, but strategic market understanding is what enables long-term growth.