OTD GLOBAL
Projects

What we work on

Selected engagements across infrastructure, telecom, and operations — current and recent work across multiple regions.

AI Infrastructure & Equipment

AI infrastructure entry for a regional technology trader

EU / SEACross-border execution2025–2026

A regional technology distributor — historically focused on hardware resale — decided to expand into AI infrastructure as a principal: purchasing high-performance GPU servers on their own balance sheet, placing them under colocation in Europe, and monetizing capacity through compute services.

OTD Global was engaged end-to-end to make the business model real and operational.

Our role
Business model design. Worked with the client's leadership to define the operating model for the new line of business — from capital allocation logic to revenue structure — and built the underlying business case.
Technology selection. Led the selection of GPU server platforms that matched the client's price-performance requirements and target workloads, balancing CAPEX with operational economics.
Equipment sourcing. Sourced a fleet of GPUs through trusted supplier relationships, securing favorable pricing and delivery terms aligned with the deployment timeline.
Colocation facilitation. Negotiated and structured colocation agreements with Tier IV data centers in Europe that accepted the deployment — including site qualification, contracting, and operational handover.
Cross-border execution. Coordinated logistics, regulatory, and contractual flows across multiple jurisdictions, ensuring the build-out moved from order to operational capacity without disruption.
Result

Client transitioned from hardware reseller to AI infrastructure operator within the program window, with multi-megawatt compute capacity live in Tier IV European facilities and a defensible commercial model in place.

Telecom Infrastructure

Alternative server platforms for telecom operators

Africa, Caucasus & Central AsiaCost & Solution optimization2026 — ongoing

Telecom operators worldwide are facing sharp price increases from incumbent server vendors (HP, Dell, etc.) — the same vendors whose hardware traditionally underpins their packet core, IP networks, and other critical infrastructure. As operators upgrade to next-generation technologies, many can no longer justify the economics of staying with the incumbents.

OTD Global, in partnership with a UAE-based server manufacturer, offers operators a viable alternative: enterprise-grade server platforms compatible with major vendor solutions — at materially better economics.

Our role
Market identification. Identifying and qualifying mid-sized and large operators across Africa, the Caucasus, and Central Asia who face the cost pressure described above and are open to alternative platforms during their next refresh cycle.
Vendor partnership structuring. Structuring a commercial and technical partnership with our UAE-based manufacturing partner, ensuring operators receive enterprise-grade hardware backed by manufacturer warranty and support.
Solution design. Working with operator network teams to define server configurations that meet the requirements of their existing core network vendor stacks — ensuring full compatibility with the software platforms they already operate.
Joint engagement with operator vendors. Engaging directly with operators' incumbent technology vendors to validate compatibility, support paths, and migration considerations — protecting the operator's existing software investments.
Commercial structuring. Negotiating supply, delivery, and service terms that translate into measurable CAPEX savings versus incumbent HW vendor pricing on equivalent specifications.
Status

Program launched in 2026 and runs as a long-term commitment with no fixed end date — OTD Global is positioned to support operators across multiple refresh cycles. Multiple operators across Africa, Caucasus & Central Asia regions are currently in qualification or early deployment stages. The partnership positions OTD Global as the execution partner for telecom operators seeking to break dependency on legacy server vendors without compromising on enterprise-grade quality or vendor compatibility.

Operational Systems

Operational and technology audit for a regional QSR network

EuropeTechnology audit2026 — ongoing

A regional quick-service restaurant network — a multi-location operator in a mature consumer market — engaged OTD Global to conduct an independent operational and technology audit. The owners and board were looking for a structured, outside view of where the business was leaving efficiency on the table — across operations, systems, and data — and a prioritized roadmap to address it.

OTD Global, working with a technology delivery partner, is engaged on an investment basis: the audit itself is conducted at our cost, with the goal of building a long-term operational and technology partnership if the work justifies it.

Our role
Two-track audit methodology. Designed and led a structured audit across two parallel tracks: operational processes (financial reporting, HR, procurement, menu and pricing, sales channels, quality, energy and equipment) and technology infrastructure (IT landscape, system integrations, data infrastructure, automation, and market-available solutions).
Direct line to the board. Structured the engagement with a direct reporting line to the board and ownership — separate from management's review layer — to ensure findings reach decision-makers without filtering. Pre-agreed data scope and access protocols at kickoff.
Process and systems mapping. Mapping how each operational area actually works on the ground, what systems support it, where data is captured (or lost), and where manual workarounds compensate for missing automation. Interviews across operations, finance, HR, supply, and IT.
Hypothesis-driven analysis. Identifying inefficiencies, redundancies, and underused tooling — quantifying impact where the data allows, flagging it where it doesn't.
Prioritized roadmap. Building a roadmap of initiatives ranked by financial impact and implementation complexity — including which problems can be solved with off-the-shelf tools, which require customization of existing software, and which justify building something new.
Status

Audit underway with a direct reporting line to the board. Final findings, prioritized roadmap, and recommendations to be presented to the board on completion. The engagement is structured to evolve into a long-term operational and technology partnership if the audit identifies material opportunities for the business.

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