The savings.
| User count | Nextiva Core / yr | Managed 3CX / yr | Annual saving |
|---|
| 25 users | Nextiva£6,000 | 3CX~£2,400 | ~£3,60060% reduction. |
| 50 users | Nextiva£12,000 | 3CX~£4,800 | ~£7,20060% reduction. |
| 100 users | Nextiva£24,000 | 3CX~£9,000 | ~£15,00063% reduction. |
Nextiva Core ~£20/user/mo (USD-converted). 3CX numbers include licence + UK hosting + SIP + support. Ex-VAT.
What gets better with UK-native.
- GBP billing, no exchange-rate risk. Fixed monthly figure. No surprise when USD strengthens.
- UK business-hours support with UK staff. Same time zone, knows UK regulations, returns calls during your business day.
- UK SIP via Gamma. Native UK number ranges, clean Ofcom compliance, standard UK porting workflow.
- UK data residency. Recordings and CDR stay on UK soil.
- Per-system economics. Growth doesn't add £20/user every hire.
When to stay on Nextiva.
- US parent company mandates Nextiva. Group IT policy. Compliance decision.
- You use Nextiva's omnichannel contact-centre features actively. Engage tier (£28/user) has decent contact-centre features; 3CX AI tier is capable but not a peer.
- Specific Nextiva integration in your product stack. Rare but real for some SaaS firms.
Switching mechanics.
- Week 1 — audit. Current Nextiva tier, user count, integrations.
- Week 2–4 — 3CX provisioning. UK hosting, Gamma SIP, Yealink handsets, IVR rebuilt.
- Week 3–5 — porting. Nextiva UK numbers port via standard LoA. Some Nextiva-managed numbers route through US-based carriers; UK porting from those can take 4 weeks rather than 2.
- Week 5–6 — cut-over. Standard pattern.
- Nextiva contract. Typically 12–36 month with USD-denominated ETF. Renewal-aligned cut-over is cleanest.
Common questions.
What about Nextiva's CRM features?
Nextiva's built-in CRM is light. Most customers using it run it alongside a full CRM (HubSpot, Salesforce). 3CX integrates with the full CRMs the same way; the Nextiva CRM layer wasn't load-bearing for most UK customers.
What about our US parent's consolidated billing?
If the US parent insists on a single global vendor for cost reasons, document the comparison anyway and present it. We see this conversation succeed at parent-company level surprisingly often when the saving is shown in USD-converted terms.
