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Excel Communications
Excel Communications
Excel Communications
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Excel Communications, Inc. was a multi-level marketing (MLM) telecommunications company that was, at one point, America's fifth largest long-distance carrier after AT&T, MCI, Sprint, and Worldcom.[1][2]

Key Information

Company history

[edit]

Excel was founded in 1988 by Dallas entrepreneur Kenny Troutt and Steve Smith, as a long-distance reseller in the US telecom sector at the birth of telecom deregulation. In the mid-1980s, Smith developed an interest in the network marketing business model. He recognized the marketing and compensation strategy was suited for the marketing and distribution of services, rather than physical products. He designed and deployed his network-marketing strategy at a telecommunication startup company; this concept grew to become Excel—a billion-dollar publicly traded long-distance company. Excel reached a billion dollars in revenues, nine years faster than Microsoft. On May 10, 1996, Excel became the youngest company to join the New York Stock Exchange (NYSE), trading under the symbol (ECI). In June 1997, Excel acquired Telco Communications Group.[3] Before the purchase, Excel had to resell long-distance service through other companies' networks, such as Frontier Communications. In November 1998, Excel merged with Teleglobe. Kenny Troutt retired as CEO on September 20, 1999, and was replaced by Christina Gold.

Excel–Teleglobe was taken over by Teleglobe's major shareholder, Bell Canada. Bell Canada then demoted Excel separately to a subsidiary and eventually spun it off to a private company, VarTec Communications, which required FTC approval to return to the private sector. After approval, VarTec continued the network marketing business model. On November 1, 2004, VarTec Communications (the parent corporation of Excel) unexpectedly filed for Chapter 11 bankruptcy protection. Excel sought to be released from its contracts with its independent representatives. This allowed it to continue to receive revenue from its large base of installed customers, without paying eternal commissions to the franchisees. Excel continued to operate, but ceased to be a multi-level marketing company. Although the change created cash enabling it to pay creditors, it was seen as shortsighted by the franchisee association, because it removed the primary source of sales and customer loyalty.

In September 2005, the Federal Communications Commission (FCC) approved the transfer of licenses to Comtel Telecom Assets, LLP and on June 12, 2006, the company emerged from bankruptcy under its new ownership, announcing a return to a slightly revised version of its former name, Excel Telecom. On March 16, 2010, Matrix Business Technologies announced it would acquire the customers and substantially all the assets of Comtel Telecom Assets, LLP.

Sources

[edit]
  1. ^ Oliver, Suzanne. "Million-man sales force". Forbes. Retrieved 2018-06-01.
  2. ^ "Trends in Telephone Service" (PDF). FCC. July 1998. p. 52. Archived (PDF) from the original on 13 September 2021. Retrieved 12 September 2021.
  3. ^ "Excel to buy Telco in $1.2 billion deal". Washington Business Journal. June 6, 1997. Archived from the original on September 26, 2002. Retrieved June 6, 2025.

Further reading

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Excel Communications

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Excel Communications, Inc. was an American telecommunications company founded in 1988 that pioneered the use of a (MLM) model to sell long-distance telephone services, rapidly growing to become one of the largest independent long-distance carriers in the United States. The company, headquartered in Dallas, Texas, resold wholesale long-distance capacity from major providers such as MCI and at discounted rates to residential and small business customers, leveraging a network of independent distributors to drive enrollment without traditional advertising. Established by entrepreneur and executive vice president Stephen Smith, Excel began operations in 1989 with a focus on aggressive of agents who earned commissions on and referrals, a strategy that fueled explosive growth in the deregulated telecom market of the late and early 1990s. By 1993, revenues had surged to $30.8 million, representing an 800% increase from the prior year, and continued to climb to $157 million in 1994 and $506.7 million in 1995, making it the fourth-largest residential long-distance provider. In May 1996, the company went public on the , raising capital through the sale of 10 million shares and expanding into services like paging via a partnership with PageMart Wireless. Despite facing regulatory challenges, including a $80,000 FCC fine for marketing practices and several lawsuits in 1996, Excel maintained strong profitability with $44 million in net income by 1995. In June 1998, Excel agreed to a merger with Canadian telecom firm Teleglobe Inc. in a stock-for-stock deal valued at approximately $3.1 billion, creating a combined entity positioned as the fourth-largest U.S. long-distance provider with enhanced global reach. The merger closed later that year, with Excel's operations integrated into Teleglobe, and founder Kenny Troutt retiring as CEO. Following the acquisition of Teleglobe by BCE Inc. (Bell Canada Enterprises) in 2000, the combined company encountered severe financial difficulties amid the dot-com bust and telecom industry downturn, leading Teleglobe to file for creditor protection in 2002. Excel's U.S. operations were subsequently sold to VarTec Telecom in 2002 for $227.5 million but ceased independent existence after VarTec's own bankruptcy filing in 2004.

History

Founding and early development

Excel Communications was founded in December 1988 by Kenneth "Kenny" Troutt in Dallas, Texas, with Steve Smith joining as a key executive and co-founder shortly thereafter. Troutt, born in 1948 in , and raised in a low-income housing project by a single mother, had built a varied as an insurance salesman during college, followed by roles in and oil brokerage. Inspired by the competitive long-distance market post-AT&T divestiture, Troutt envisioned a lean operation that leveraged personal networks to minimize overhead costs and drive rapid customer acquisition through independent distributors. The company's initial business model focused on reselling long-distance telephone services from major carriers such as and MCI, as Excel lacked its own telecommunications infrastructure. This approach allowed Excel to enter the market with low capital investment, purchasing wholesale minutes and offering discounted rates to end-users in . Operations officially launched in early , targeting the deregulated long-distance sector where resellers could compete on price without building networks. From the outset, Excel adopted a (MLM) structure in April 1989 to recruit independent representatives who would handle sales and customer enrollment, emphasizing a distributor-driven model to scale without traditional . Key early milestones included achieving $6.5 million in revenue by 1990, despite operational losses, and expanding services to neighboring states as the representative network grew. This foundational phase established Excel's reliance on personal referrals and low-cost distribution, setting the stage for broader national reach by the early .

Rapid growth and public offering

In the mid-1990s, Excel Communications achieved remarkable revenue growth, expanding from $30.8 million in 1993 to $157 million in 1994 and $507 million in 1995, before surging to $1.4 billion in 1996, which positioned the company as the fifth-largest U.S. long-distance carrier by presubscribed lines. This trajectory reflected the company's ability to capture a significant share of the deregulated market, with revenues growing over 1,500% in just two years from 1993 to 1995. The rapid expansion was fueled by an aggressive (MLM) recruitment strategy that built a network of over 1 million independent representatives by 1996, enabling widespread customer acquisition through personal referrals and commissions. Complementing this, Excel formed key partnerships with established carriers such as MCI, WorldCom, and for leased network access, allowing it to offer competitive long-distance rates without initially building its own infrastructure. These tactics helped Excel secure about 3% of the overall U.S. long-distance market while emphasizing residential customers. On May 10, 1996, Excel completed its (IPO) on the under the ticker symbol ECI, selling 10 million shares at $15 each to raise $150 million; the offering represented approximately 9% of the company's equity, implying an initial valuation of around $1.7 billion. Shares closed the first trading day at $28.875, more than doubling the offering price and reflecting strong investor enthusiasm for Excel's growth potential. Excel's market position strengthened notably in the residential long-distance segment, where it emerged as the fourth-largest provider by through low-cost, no-contract service plans that undercut traditional carriers like , MCI, and Sprint, attracting millions of customers seeking flexible alternatives. By 1996, the company served over 4 million residential lines, capitalizing on the 1996 Telecommunications Act's push for competition. This period of hypergrowth brought internal challenges, including an 86% annual attrition rate among representatives and regulatory scrutiny over sales practices, such as unauthorized carrier switches ("slamming"), which led to an $80,000 fine from the in 1996. To support its national rollout, Excel invested heavily in , using IPO proceeds to construct its own switching facilities and rapidly hire experienced executives from larger telecom firms to bolster operations and compliance.

Mergers, acquisitions, and decline

In June 1997, Excel Communications acquired Telco Communications Group for approximately $1 billion in cash and stock, enabling the company to own its switching facilities and expand into international services previously reliant on resellers. The acquisition bolstered Excel's infrastructure, positioning it as the fifth-largest U.S. long-distance provider with enhanced network capabilities. In November 1998, Excel merged with Teleglobe Inc. in a transaction valued at $3.1 billion, forming Excel-Teleglobe and significantly broadening its global footprint across and international markets. Although structured as a "merger of equals," the deal resulted in Teleglobe shareholders retaining majority control at 51.5%, with the combined entity serving over 6 million residential and 65,000 customers. In November 2000, Bell Canada Enterprises (BCE), Teleglobe's parent, completed its $6.7 billion acquisition of the remaining Teleglobe shares, integrating Excel's operations into BCE's broader portfolio and leading to operational consolidation. This takeover contributed to Excel's diminished autonomy, amid Teleglobe's challenges from declining long-distance margins, and prompted founder Kenny Troutt's retirement as CEO in 1999. In 2002, BCE spun off Excel's domestic operations to VarTec Telecom Inc. for an estimated $250 million, allowing VarTec to maintain Excel's model while BCE refocused on core assets. VarTec's Chapter 11 filing on November 1, 2004, triggered the termination of Excel's distributor contracts and marked the effective dissolution of the original company structure. Following the , VarTec's assets, including Excel's remnants, were acquired by Comtel Telecom Assets LP in a deal announced in August 2005 and approved by the FCC in September 2005 for $82.1 million. Comtel relaunched the operations as in June 2006, preserving some legacy services under new ownership backed by Sowood Capital Management. On March 16, 2010, Matrix Business Technologies (later Matrix Telecom) acquired Excel ' customer base and substantially all assets from Comtel for undisclosed terms, completing the transition in August 2010 and integrating it into Matrix's voice and data services portfolio. In February 2013, Impact Telecom acquired Matrix Telecom, continuing operations under brands including Excel . In 2018, Lingo acquired Impact Telecom, and as of 2023, Lingo operates services under the d/b/a Excel .

Business model and operations

Multi-level marketing structure

Excel Communications operated a (MLM) system that relied on independent distributors to sell services and recruit additional distributors, creating a hierarchical network where derived from both personal and downline activity. Distributors, often called representatives, were encouraged to target their "warm market"—family, friends, and personal contacts—for , fostering rapid network expansion. By 1996, the company had amassed approximately 1 million active distributors, with around 250,000 new recruits joining each month, though high turnover rates meant about 80% did not remain beyond a year. The enrollment process featured tiered levels to incentivize commitment and network building, with varying upfront costs and requirements. Basic representatives paid a $50 but received no formal or support materials. Advancing to managing representative status required a $195 and signing up at least 20 new subscribers, granting access to company-provided , aids, and the ability to recruit sub-distributors. Area coordinators, the highest tier, paid $395 and were authorized to conduct sessions, earning an additional $40 commission for each representative they trained. These kits and fees, ranging from $25 to $100 in some cases for basic materials, served as low-barrier entry points compared to traditional roles, though higher tiers demanded demonstrated volume. Compensation centered on commissions tied to subscribers' long-distance call volumes, supplemented by recruitment bonuses that created overrides on downline . In 1996 alone, Excel paid out $35.7 million in commissions, with 154,000 distributors receiving payments; however, 67% earned less than $100 monthly, and 95% under $1,000, highlighting the skewed typical of MLM models. Top performers, such as distributor Paul Orberson, could earn up to $1 million per month through extensive and volume generation, while co-founder Stephen Smith received $5 per new recruit. The structure allowed unlimited width in downline but emphasized depth through multi-level overrides, enabling earnings from recruited distributors' sales without direct involvement. Training and support were integral to sustaining distributor motivation and network growth, provided through company-sponsored materials, seminars, and large-scale events. Managing representatives and area coordinators accessed structured training, while all levels participated in motivational gatherings like Power Rallies, Winners Weekends (costing $10–$60), and the annual Excelebration ($185), which combined education on techniques with testimonials to encourage . These initiatives helped build expansive networks, contributing to Excel's peak of over 1 million distributors and driving 90% of revenue from residential customers acquired via the MLM channel. Economically, the model minimized traditional costs by leveraging personal , with about 25% of revenue stemming from new distributor sign-ups and the remainder from ongoing service usage. Average distributors managed around four customers, generating modest personal commissions—approximately 2% on a typical $28 monthly bill—while success hinged on scaling through . In the , amid regulatory scrutiny over recruitment emphasis, Excel adjusted its approach by shifting to a stricter "warm market" and revising training materials to prioritize product sales over pure enrollment incentives, ensuring compliance with state guidelines on legitimate MLM operations.

Telecommunications services provided

Excel Communications primarily offered long-distance telephone services to residential and business customers , focusing on discounted per-minute calling plans without monthly fees or contracts. Its core product was domestic interstate calling, with rates such as the "Simply One" plan launched in 1996, which billed at 9 cents per minute during evenings and weekends. These plans allowed customers to save up to 50% compared to major carriers like , appealing to cost-sensitive users by enabling easy access through standard dialing or 10-10 prefixes. Initially, Excel operated as a , purchasing wholesale capacity from established carriers including MCI, WorldCom, and Corporation to calls without owning physical infrastructure. This model changed in October 1997 following its $1.2 billion acquisition of Telco Communications Group Inc., which provided Excel with direct control over a 100,000-mile fiber-optic network and multiple switching facilities for improved efficiency and reduced reliance on third-party providers. The integration enabled more reliable service delivery and supported expansion into bundled offerings. Beyond basic long-distance, Excel provided international calling options, operator-assisted services, prepaid calling cards, and toll-free 800-number access for business use. By the late , the company introduced additional features like paging services through a with PageMart Inc. These services were marketed via simple 1-800 toll-free lines for customer enrollment and switching, facilitating quick changes from incumbent providers without complex paperwork. At its peak in the mid-1990s, Excel served approximately 4 million customers, with the majority—primarily budget-conscious U.S. households—generating the bulk of its revenue from residential long-distance usage totaling over 6 billion minutes annually in 1996. This demographic focus positioned Excel as the fourth-largest residential long-distance carrier in the U.S. by 1995.

Leadership and key figures

Kenny Troutt

was born in 1948 in , where he grew up in a project raised by a single mother after his father, an alcoholic bartender, left the family. As a child, Troutt started a lawn-mowing to help support his family, demonstrating early entrepreneurial drive amid financial hardship. He attended on a partial football scholarship, graduating in 1970 with a in , while working as a salesman to cover additional expenses. Troutt's early career included stints in and oil brokerage before he co-founded Excel Communications in 1988 with his life savings, launching operations the following year from , Texas. Serving as CEO until the merger's completion in November 1998, he propelled the company's rapid expansion through a approach that recruited independent distributors, growing Excel into one of the largest long-distance resellers in the U.S. by the mid-1990s. Under his leadership, Excel pioneered a model with no monthly fees or minimum usage requirements, allowing users to pay only per call while distributors earned commissions on sales and referrals. Key strategic moves under Troutt included overseeing the company's in May 1996 on the , which raised $150 million; by late 1996, with shares trading around $20, his 65% stake was valued at approximately $1.4 billion. He also directed the $1 billion acquisition of Telco Communications Group in 1997, which expanded Excel's network and customer base nationwide. Troutt retired as CEO upon the completion of Excel's $3.1 billion merger with Teleglobe in November 1998, a transaction that netted him about $1.5 billion and established him as a . After leaving Excel, Troutt diversified his investments into and thoroughbred horse racing, founding in , in 2000, which has become one of the leading operations in the industry. The farm has bred and raced multiple winners, including Super Saver in 2010 and Justify in 2018, the latter completing the Triple Crown. He has also engaged in philanthropy through the White Cake Family Foundation, supporting educational initiatives such as scholarships at his alma mater and donations to the exceeding $2 million. Troutt is renowned for his motivational and quintessential rags-to-riches , which inspired hundreds of thousands of Excel distributors by embodying perseverance and opportunity through direct sales. His journey from poverty to status has been cited as a symbol of American entrepreneurial success, influencing the company's culture of empowerment and ambition.

Other notable executives

Steve Smith served as co-founder and executive of at Excel Communications, playing a pivotal role in the company's early operations and the implementation of its structure starting in April 1989. His contributions included developing the plan that drove rapid distributor recruitment, earning him a contractual commission of $5 per new representative and 0.5% on long-distance charges generated by the network. Smith transitioned to a role in December 1997 while retaining his director position, marking the end of his full-time executive involvement. John J. McLaine joined Excel in 1994 as a senior and , overseeing financial operations during the company's explosive growth in the mid-1990s. As executive and from January 1996, he was instrumental in preparing for and executing the in May 1996, which raised $150 million and valued the company at over $2 billion. McLaine also served briefly as president and in 1997 before departing later that year. Christina Gold succeeded as president and CEO in September 1999, following Excel's merger with Teleglobe Inc. in November 1998, which expanded the company's international footprint. During her tenure until 2002, she managed the integration of operations amid challenges from Teleglobe's acquisition by Enterprises in 2000, navigating financial restructuring and strategic shifts in the post-merger entity. Gold's leadership focused on stabilizing the combined organization, which faced debt pressures and eventual asset sales. These executives were essential in handling operational scaling, financial structuring for the IPO and acquisitions, and post-merger stability, contributing to Excel's transition from a startup to a major player before its decline.

Patent litigation with AT&T

In 1996, filed a against Excel Communications, Inc., Excel Communications Marketing, Inc., and Excel Telecommunications, Inc. in the United States District Court for the District of . The suit alleged that Excel's automated system for routing and billing long-distance calls via toll-free 800 numbers infringed U.S. No. 5,333,184 (the "'184 "), issued in 1994 and titled "Call Message Recording for Systems." The described a method for generating enhanced call message records by incorporating a primary (PIC) indicator—a numerical code or —to enable differential billing rates for resellers of long-distance services without requiring physical modifications to switching . AT&T claimed that ten method claims of the '184 patent were violated by Excel's process of presubscribing customers to its service, routing calls through 's network with Excel as the PIC, and generating billing records that tracked switched access calls for resale. Excel countered that the patent was invalid under 35 U.S.C. § 101 as it merely implemented an abstract mathematical algorithm (a OR operation to set the PIC field) without producing a statutory . In , the district court granted to Excel, invalidating the claims for claiming non-statutory subject matter, as the process was viewed as transforming data in form but not substance, akin to an ineligible data formatting step. AT&T appealed to the U.S. Court of Appeals for the Federal Circuit, which reversed the district court's ruling in April 1999. The appellate court held that the claims were patent eligible because, when considered as a whole, they transformed a general-purpose message record into a specialized one with a PIC indicator, yielding a "useful, concrete, and tangible result" in the form of actionable billing data for resellers. This decision refined the judicial exception to for mathematical algorithms, building on precedents like State Street Bank & Trust Co. v. Signature Financial Group, Inc. and emphasizing practical application over mere abstraction. The case was remanded for trial on infringement and other validity issues, but the denied in 2000. The litigation became a landmark precedent for method and software patents, cited in over 1,000 subsequent federal court decisions for its articulation of the "useful, concrete, and tangible result" test, which influenced eligibility analyses until the Supreme Court's 2014 decision in Alice Corp. v. CLS Bank International. In June 1996, the (FCC) fined Excel $80,000 for "slamming," or switching customers' long-distance carriers without authorization, in two cases. This regulatory action highlighted concerns over Excel's aggressive marketing practices during its growth period.

Distributor and pyramid scheme disputes

In the 1990s, Excel Communications faced regulatory scrutiny over its structure, with allegations that it operated as a by emphasizing recruitment over product sales. The investigated the company, claiming its plan violated laws because it required participants to pay a fee to become representatives. Excel reached a settlement with , agreeing to modify its business practices to address these concerns. Similarly, in November 1995, the Attorney General issued an informal opinion analyzing Excel's marketing plan under state law prohibiting schemes, which are defined as plans where benefits are primarily based on recruiting others rather than sales to ultimate users. The opinion noted the $195 joining fee and commission structure— including 2% on recruits' long-distance usage and bonuses from further levels—but concluded that insufficient facts were available to determine illegality conclusively, recommending further investigation. No formal enforcement action resulted from the review. Distributor disputes escalated in May 1996, when four high-earning sales representatives filed a $400 million lawsuit against Excel in , accusing the company of , , and misrepresentation regarding promised commissions and business opportunities. Other conflicts arose from departures of key personnel. In 2001, Fortune Hi-Tech Marketing was founded by former Excel executives Paul Orberson, a top earner at Excel, and Thomas Mills, both of whom had prior experience with the company's model. Following Excel's acquisition by VarTec Telecom in 2002 and VarTec's Chapter 11 bankruptcy filing in 2004, the company discontinued its distributor network. Most disputes resolved through out-of-court settlements and policy adjustments, with no criminal charges filed against Excel. These cases contributed to broader industry discussions on regulations, prompting some companies to shift emphasis toward retail sales.

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