Qualify the client first
3PM applies to PRC-creditworthy clients with a relationship and fleet opportunity worth pursuing.
No matching sections.
Try a client need, growth play, journey stage, system, or decision.
Try a client need, growth play, journey stage, system, or decision.
Capture the fleet. Solve the client need.
3PM gives PRC more ways to win, retain, and expand creditworthy client relationships by combining leasing with hardware, software, installation, data, and ongoing fleet-management capability enabled by TelemetryX.
Working definition
Third-Party Management enables PRC to finance and manage a creditworthy client’s broader fleet—including equipment not originally financed by PRC—through a coordinated hardware, software, installation, data, and service offering.
Customer relationshipPRC owns the commercial experience and financing relationship.
enabled by
3PM capabilityTLX supplies the technology, fulfillment, and operating capability.
Start with the client need
The net-new, renewal, or retrofit need determines the value story and the route.
Present one PRC experience
Internal entities and systems should not fragment the client’s commercial experience.
Match execution to the promise
Pricing, contracts, records, fulfillment, billing, and support must represent what was sold.
Three growth plays. Three revenue components.
A growth play explains why the client buys. Revenue comes through the hardware, software, and installation components included in that play. The operating structure is selected afterward so the company can deliver the promise correctly.
Growth play 01Net new
Win the financing relationship through differentiation
The bundled leasing and 3PM offer positions PRC as the leasing company that can finance equipment while adding fleet visibility, tracking, and management capability.
HardwareSoftwareInstallation
Client value
One coordinated offering for financed equipment and fleet-management capability.
Growth play 02Renewal
Retain the client and capture more of the fleet
The renewal window is the strategic moment to deepen the relationship, expand fleet coverage, and improve cash generation from the client relationship.
Replacement hardwareRecurring softwareInstallationExpanded fleet coverage
Client value
Renew with PRC and bring more of the fleet into one managed solution.
Growth play 03Retrofit
Solve a data, visibility, or tracking problem
Retrofit adds 3PM capability to assets already in operation, allowing PRC to address an immediate operating need and expand its role with the client.
HardwareSoftwareField installation
Client value
Improve tracking and fleet data without waiting for a completely new fleet.
Net new, renewal, and retrofit describe the commercial motion. Country, legal entity, ownership, contract, booking, and invoice treatment determine the operating route.
Hardware, software, and installation identify what is sold. Recognition timing and accounting treatment remain subject to approved Finance guidance.
One journey. Different routes through it.
Every deal moves from client need to ongoing value. The growth play changes the entry point and message; operating decisions change the contract, records, handoffs, booking, invoice, and settlement route.
Deal flavorThe same journey, with a different commercial trigger and operating emphasis
Net newDifferentiate and winDeveloped variants
New financing needCredit-qualified prospect
Bundle lease + 3PMHardware, software, install
Win awardOne value proposition
Client signsApproved package
Deploy capabilityFulfill and install
Book routeUS or Mexico structure
Operate & expandGrow fleet penetration
RenewalRetain and capture fleetWorking route
Renewal windowInstalled base + fleet
Design fleet captureRenewal economics
Renewal proposalRetention + expansion
Approve treatmentService or lease path
Refresh / addHardware and installation
Bill approved modelRecognition still governed
Positive relationship valueRenew and expand
RetrofitSolve data and trackingControlled exception
Operating problemVisibility or tracking gap
Scope retrofitAssets, devices, software
Solution awardProblem solved first
Check ownershipPRC or investor-owned
Install in fieldCoordinate live assets
Choose approved routeStandalone or linked
Operate & prove valueData, tracking, expansion
Net new · bundled leasing route
Lead with the combined PRC financing and 3PM value proposition, then select the correct country and booking structure.
- Qualify the client and fleet opportunity.
- Price hardware, software, installation, financing, and delivery assumptions.
- Present one coordinated client offer and contract package.
- After signing, route fulfillment and booking through the approved US or Mexico model.
Commercial promisePRC differentiates through a combined lease and 3PM offering.
Developed variantsUS coterminous PRC-serviced and Mexico intercompany.
Primary controlCountry and legal entity must be known before booking.
Renewal · retention and fleet-capture route
Use the renewal event to retain the client, expand fleet coverage, and improve the long-term economics of the relationship.
- Start with the current schedule, renewal date, ownership, and installed base.
- Design the fleet-capture offer and define the hardware refresh, software term, and installation scope.
- Obtain Accounting and Legal approval for the contract and treatment.
- Do not operationalize the route as repeatable until booking and billing rules are approved.
Commercial promiseRenew with PRC and manage more of the fleet in one solution.
StatusCommercial direction is clear; operating treatment remains in progress.
Primary controlApproved service-versus-lease classification before contracting and booking.
Retrofit · data and tracking solution route
Begin with the client’s operating problem and the assets already in service, not with a generic lease product.
- Document the visibility, tracking, utilization, or data problem.
- Identify affected assets, current schedules, ownership, and installation constraints.
- Build the hardware, software, and field-installation solution.
- Escalate investor-owned and unsupported accounting routes before award commitments are finalized.
Commercial promiseSolve an immediate fleet problem without waiting for wholesale replacement.
StatusMidterm and investor-owned paths remain controlled exceptions.
Primary controlConfirm ownership and approved transaction treatment before execution.
Need the operational detail?
Open detailed journey diagrams →Open the team-and-system swimlanes for Creatio, TLX, NetSuite, LeaseWave, Billing, and Treasury handoffs.
Close the moving pieces. Measure the result.
Unresolved work belongs in one decision area—not scattered across the playbook. As routes mature, the same journey should show where growth, profitability, cash, capacity, and efficiency are affected.
Commercial offering
In progressApproved component bundles
Define standard hardware, software, installation, and service combinations by growth play.
Pricing and soft costs
Set treatment for shipping, installation, pass-through costs, exceptions, and materiality.
Customer presentation
Standardize what appears in the proposal, contract, invoice, and renewal story.
Transaction and accounting
In progressRenewal classification
Approve managed-service, sales-type, or other treatment and supporting contract language.
Recognition triggers
Resolve shipment, installation, acceptance, commencement, and service-period rules by route.
Investor-owned retrofit
Approve the path when the existing lease cannot be reopened or modified.
Systems and records
In progressCreatio route selector
Require growth play, country, ownership, contract, installation, and treatment before award.
Schedule and item logic
Standardize split timing, suffixes, product mapping, OEC, rent, term, and invoice behavior.
Termination and service data
Expose the TLX term and cutoff event to downstream systems.
Ownership and execution
In progressInstallation ownership
Define payer, PO issuer, coordinator, evidence, and exception route by flavor.
Team handoffs
Confirm accountability across Sales, OM, LA, VM, AM, TLX, Booking, Billing, and Treasury.
Repeatability gate
Define the evidence and approvals required before a route becomes standard.
Decision rule
A working assumption can support a controlled pilot, but it cannot become a repeatable route until the owner, rationale, effective date, affected journeys, controls, and approval are recorded.
Economic impact across the journey
This is a measurement framework, not approved accounting guidance. Exact recognition timing and P&L treatment require Finance approval.
Journey stage
Top line
Bottom line & cash
Capacity & efficiency
Qualify and design
Pipeline quality
Eligible opportunities and potential fleet coverage.
Margin quality
Sound scope, price, cost, and structure.
Focus
Less time on ineligible or unworkable deals.
Propose and sign
Win rate and bookings
Client conversion and contracted value.
Commercial discipline
Fewer unsupported exceptions and concessions.
Cycle time
Faster approval and contracting.
Fulfill and install
Revenue enablement
Hardware and installation delivery supports billing.
Delivery cost
Hardware, shipping, labor, and field-service cost.
Throughput
Installation capacity, scheduling, and first-time completion.
Book, bill and collect
Billable revenue
Accurate invoice and recurring charge setup.
Cash and working capital
Collections, settlement, and error reduction.
Administrative effort
Fewer reconciliations and manual corrections.
Operate and renew
Recurring growth
Software revenue, retention, renewal, and expansion.
Relationship value
Support cost, renewal economics, and lifetime value.
Service leverage
More fleet supported with better data and process.
Current direction
- Commercial narrative and growth plays reflect owner direction provided for this release.
- US net-new and Mexico net-new operating variants remain the most developed routes.
- Renewal and retrofit routes remain working or unresolved where accounting and ownership decisions are open.
Evidence boundary
- The operating detail is based primarily on the current 3PM TLX Integration E2E document.
- The site has not yet been fully reconciled against the accounting workbook, prior versions, meetings, or live system behavior.
- Financial impact labels are a management framework—not approved recognition policy.