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                                                                    EXHIBIT 99.1


                        SAFE HARBOR COMPLIANCE STATEMENT

         In passing the Private Securities Litigation Reform Act of 1995, or the
Reform Act, Congress encouraged public companies to make "forward-looking
statements" by creating a safe harbor to protect companies from securities law
liability in connection with these statements. We intend to qualify both our
written and oral forward-looking statements for protection under the Reform Act
and any other similar safe harbor provisions.

         "Forward-looking statements" are defined by the Reform Act. Generally,
forward-looking statements include expressed expectations of future events and
the assumptions on which these expectations are based. All forward-looking
statements are inherently uncertain as they are based on various expectations
and assumptions concerning future events and they are subject to numerous known
and unknown risks and uncertainties that could cause actual events or results to
differ materially from those projected. Due to those uncertainties and risks,
the investment community is urged not to place undue reliance on our written or
oral forward-looking statements. We do not undertake any obligation to update or
revise this Safe Harbor Compliance Statement for Forward-Looking Statements to
reflect future developments. In addition, we do not undertake any obligation to
update or revise forward-looking statements to reflect changed assumptions, the
occurrence of unanticipated events or changes to future operating results over
time.

         We provide the following risk factor disclosure in connection with our
continuing effort to qualify our written and oral forward-looking statements for
the safe harbor protection of the Reform Act and any other similar safe harbor
provisions. Important factors currently known to our management that could cause
actual results to differ materially from those in forward-looking statements
include the disclosures contained in the Quarterly Report on Form 10-Q to which
this statement is appended as an exhibit and also include the following:


                             RISKS RELATED TO DALEEN

WE HAVE NOT ACHIEVED PROFITABILITY AND MAY CONTINUE TO INCUR NET LOSSES FOR AT
LEAST THE NEXT SEVERAL QUARTERS.

         We incurred net losses of approximately $12.2 million in 1998, $8.0
million in 1997 and $1.5 million in 1996. As of June 30, 1999, we had an
accumulated deficit of approximately $27.1 million. We have not yet realized any
profit and we cannot predict when, if ever, we will achieve profitability. We
expect to significantly increase our sales and marketing, product development
and administrative expenses. As a result, we will need to generate significant
additional revenue from sales of our products to achieve and maintain
profitability. For this reason, we expect to continue to incur net losses for at
least the next several quarters, even if sales of our products continue to grow.
Even if we do achieve profitability, we may not be able to sustain or increase
profitability on a quarterly or annual basis in the future.

IT IS DIFFICULT TO EVALUATE OUR BUSINESS BECAUSE WE HAVE A LIMITED HISTORY
OPERATING AS A SOFTWARE COMPANY.

         We have a limited operating history as a software company. As a result,
the progress of our business to date and our historical financial information
are of limited value in predicting our future operating results. In 1996, we
changed our business from providing consulting services to operating as a
software company. We introduced our principal product, BillPlex, in 1997 and we
had no license revenue until 1998. As of August 31, 1999, we had signed
contracts with only 22 customers and, of these, only five had completed
implementation and were using BillPlex in their day-to-day operations. Because
our software offering is new, we have little revenue from recurring sources and
must depend heavily on revenue from new sales. Changing our business also
required us to adjust our business processes and make a number of significant
personnel changes, including changes and additions to our sales and marketing,
professional services and support, research and development and management
teams. For all these reasons, as you evaluate our business, you must consider
the risks and difficulties frequently encountered by early stage companies in
new and rapidly evolving markets. Our new business strategy may not be
successful and we may not successfully address these risks.

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OUR QUARTERLY OPERATING RESULTS MAY FLUCTUATE IN FUTURE PERIODS, AND WE MAY FAIL
TO MEET EXPECTATIONS.

         Our revenue and operating results may vary significantly from quarter
to quarter due to a number of factors. This fluctuation may cause our operating
results to be below the expectations of public market analysts and investors,
and the price of our common stock may fall. Factors that could cause quarterly
fluctuations include:

         -        variations in demand for our products and services;

         -        our ability to develop and attain market acceptance of
                  enhancements to BillPlex and any new products and services;

         -        the pace of product implementation and the timing of customer
                  acceptance;

         -        changes in our pricing policies or the pricing policies of our
                  competitors;

         -        delays of purchases in 1999 and early 2000 by customers who
                  temporarily stop purchasing software or reduce information
                  technology spending due to year 2000 concerns; and

         -        the mix of sales channels through which our products and
                  services are sold.

         In any given quarter, most of our revenue has been attributable to a
small number of relatively large contracts and we expect this to continue. As a
result, the cancellation or deferral of even a small number of contracts in a
particular quarter could significantly reduce our revenue, which would hurt our
quarterly financial performance. In addition, a substantial portion of our costs
are relatively fixed and based upon anticipated revenue. A failure to book an
expected order in a given quarter would not be offset by a corresponding
reduction in costs and could adversely affect our operating results. As a result
of these factors, we believe that period-to-period comparisons of our revenue
and operating results are not necessarily meaningful.

OUR BUSINESS IS HIGHLY DEPENDENT ON A LIMITED NUMBER OF CUSTOMERS.

         All of our revenue is currently derived from a very limited number of
customers. If a large contract is cancelled or deferred, or if an anticipated
contract does not materialize, our financial results could be materially harmed.
In addition, continued industry consolidation or the formation of alliances
among network operators and service providers could reduce our customer base,
reduce the number of potential customers we can target and decrease the demand
for our products and services. We had two customers who accounted for 100% of
our total revenue in 1997, five customers who accounted for 99% of our total
revenue in 1998, and five customers who accounted for 64% of our total revenue
in the first six months of 1999. Most of our major customers typically pay us
up-front license fees and they do not have any obligation to purchase additional
licenses. There can be no assurance these customers will purchase licenses for
additional seats or processors or continue with our maintenance programs.

WE FACE SIGNIFICANT COMPETITION FROM COMPANIES THAT MAY HAVE GREATER RESOURCES
THAN WE DO.


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         The communications billing and customer care systems business is very
competitive. We expect competition to increase in the future. Our principal
competitors include other billing and customer care system providers, operation
support system providers, systems integrators and service bureaus, and the
internal information technology departments of larger communications companies,
which may elect to develop functionalities similar to those provided by our
product in-house rather than buying them from outside suppliers.

         Many of our current and future competitors may have advantages over us,
including:

         -        longer operating histories;

         -        larger customer bases;

         -        substantially greater financial, technical, sales and
                  marketing resources;

         -        greater name recognition; and

         -        ability to more easily provide a comprehensive hardware and
                  software solution.

         Our current and potential competitors have established, and may
continue to establish in the future, cooperative relationships among themselves
or with third parties that would increase their ability to compete with us. In
addition, competitors may be able to adapt more quickly than we can to new or
emerging technologies and changes in customer needs, or to devote more resources
to promoting and selling their products. If we fail to adapt to market demands
and to compete successfully with existing and new competitors, our business and
financial performance would suffer.

IF WE FAIL TO EFFECTIVELY MANAGE THE GROWTH OF OUR OPERATIONS, OUR ABILITY TO
PURSUE OUR STRATEGY WOULD BE COMPROMISED AND OUR BUSINESS WOULD SUFFER.

         Our business could suffer if we fail to effectively manage our growth.
We continue to increase the scope of our operations, have grown our employee
headcount substantially, and expect to continue to hire new employees at a rapid
pace. Similarly, our revenue grew from $156,000 in 1997 to $5.2 million in 1998.
Our revenue for the six months ended June 30, 1999 was $7.1 million. Continued
growth could place a significant strain on our management systems and resources.
We will need to continue to improve our financial and managerial controls and
reporting systems and procedures, and will need to expand, train and manage our
work force.

OUR LENGTHY SALES CYCLE MAKES IT DIFFICULT TO ANTICIPATE THE TIMING OF SALES,
AND REVENUE MAY VARY FROM PERIOD TO PERIOD.

         The sales cycle associated with the purchase of our products is
lengthy, and the time between the initial proposal to a prospective customer and
the signing of a license agreement can be as long as one year. Our products
involve a commitment of capital which may be significant to the customer, with
attendant delays frequently associated with large capital expenditures and
implementation procedures within an organization. These delays may reduce our
revenue in a


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particular period without a corresponding reduction in our costs, which could
hurt our results of operations for that period.

THE SKILLED EMPLOYEES THAT WE NEED MAY BE DIFFICULT AND EXPENSIVE TO HIRE AND
RETAIN IN TODAY'S TIGHT LABOR MARKET.

         Our success depends in large part on our ability to attract, train,
motivate and retain highly-skilled information technology professionals,
software programmers and sales and marketing professionals. Qualified personnel
in these fields are in great demand and are likely to remain a limited resource.
We may be unable to attract or continue to retain the skilled employees we
require. Any inability to do so could prevent us from managing and competing for
existing and future projects or to compete for new customer contracts. In
addition, an increase in expenses required to attract and retain qualified
personnel may reduce our operating margins.

WE DEPEND IN SOME CASES ON STRATEGIC BUSINESS ALLIANCES TO SELL AND IMPLEMENT
OUR PRODUCTS, AND ANY FAILURE TO DEVELOP OR MAINTAIN THESE ALLIANCES COULD HURT
OUR FUTURE GROWTH.

         Third parties such as operation support system providers, consulting
firms and systems integration firms help us with marketing, sales and
implementation of our products. To achieve our goals, we must maintain our
relationships with these firms, develop additional similar relationships and
generate new business opportunities through joint marketing and sales efforts.

         We may encounter difficulties in forging and maintaining long-term
relationships with these firms for a variety of reasons. These firms may
discontinue their relationships with us, fail to devote sufficient resources to
market our products or develop relationships with our competitors. In addition,
these firms may delay the product implementation or negatively affect our
customer relationships. Our agreements with these firms typically are in the
form of a non-exclusive referral fee or license and package discount arrangement
that may be terminated by either party without cause or penalty and with limited
notice.

WE RELY HEAVILY ON SALES OF ONE PRODUCT.

         Since our introduction of BillPlex in 1997, substantially all of our
revenue has been attributable to this product. We expect to continue to be
heavily dependent on this product. As a result, a decline in demand for BillPlex
or failure to achieve broad market acceptance of BillPlex would cause our
business and financial performance to suffer.

IF OUR CUSTOMERS CANNOT SECURE ADEQUATE FINANCING, WE MAY NOT GET THEIR
BUSINESS.

         Many of our potential customers are new entrants into the
communications market and lack significant financial resources. These companies
rely to a large degree on access to the capital markets for growth. Their
failure to raise capital would hurt their financial viability and their demand
for our products. If our potential customers cannot obtain the resources to
purchase


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our products, they may turn to other options such as service bureaus, which
would hurt our business.

IF WE DO NOT CONTINUALLY ENHANCE OUR PRODUCT OFFERING TO MEET THE CHANGING NEEDS
OF SERVICE PROVIDERS, WE WILL LOSE FUTURE BUSINESS TO OUR COMPETITORS.

         We believe that our future success will depend to a significant extent
upon our ability to enhance our product offering and to introduce new products
and features to meet the requirements of our customers in a rapidly developing
and evolving market. We devote significant resources to refining and expanding
our BillPlex software, developing additional pre-configured market-based
packages and investigating complimentary products and technologies. We believe
our product currently meets customer requirements regarding scalability and
throughput, and we are working to improve our system performance. However, the
requirements of our customers may change and our present or future products may
not satisfy the evolving needs of the communications market. If we are unable to
anticipate or respond adequately to customer needs, or achieve sufficient
throughput and scalability, we will lose business and our financial performance
will suffer.

IF WE CANNOT CONTINUE TO OBTAIN OR IMPLEMENT THE THIRD-PARTY SOFTWARE THAT WE
INCORPORATE INTO OUR PRODUCT OFFERING, WE MAY HAVE TO DELAY OUR PRODUCT
DEVELOPMENT OR REDESIGN EFFORTS.

         Our product offering involves integration with products and systems
developed by third parties. If any of these third-party products should become
unavailable for any reason, fail under operation with our product offering or
fail to be supported by their vendors, it would be necessary for us to redesign
our product offering. We might encounter difficulties in accomplishing any
necessary redesign in a cost-effective or timely manner. We also could
experience difficulties integrating our product offering with other hardware and
software. Furthermore, if new releases of third-party products and systems occur
before we develop products compatible with these new releases, we could
experience a decline in demand for our product offering, which could cause our
business and financial performance to suffer.

LOSS OF OUR SENIOR MANAGEMENT PERSONNEL WOULD LIKELY HURT OUR BUSINESS.

         Our future success depends to a significant extent on the continued
services of our senior management and other key personnel, particularly James
Daleen, our founder and chief executive officer. If we lost the services of Mr.
Daleen or other key employees it would likely hurt our business. We have
employment and non-compete agreements with some of our executive officers,
including Mr. Daleen. However, these agreements do not obligate them to continue
working for us.


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WE MAY BE UNABLE TO PROTECT OUR PROPRIETARY TECHNOLOGY, AND OUR COMPETITORS MAY
INFRINGE ON OUR TECHNOLOGY.

         Any misappropriation of our technology or the development of
competitive technology could seriously harm our business. We regard a
substantial portion of our software product as proprietary and rely on a
combination of patent, copyright, trademark and trade secret laws, customer
license agreements and employee and third-party agreements to protect our
proprietary rights. These steps may not be adequate, and we do not know if they
will prevent misappropriation of our intellectual property, particularly in
foreign countries where the laws may not protect proprietary rights as fully as
do the laws of the United States. Other companies could independently develop
similar or superior technology without violating our proprietary rights. If we
have to resort to legal proceedings to enforce our intellectual property rights,
the proceedings could be burdensome and expensive and could involve a high
degree of risk.

CLAIMS BY OTHERS THAT WE INFRINGE THEIR PROPRIETARY TECHNOLOGY COULD DIVERT OUR
RESOURCES, RESULT IN UNEXPECTED LICENSE FEES AND HARM OUR BUSINESS.

         Third parties could claim that our current or future products or
technology infringe their proprietary rights. An infringement claim against us
could be costly even if the claim is invalid, and could distract our management
from the operation of our business. Furthermore, a judgment against us could
require us to pay substantial damages and could also include an injunction or
other court order that could prevent us from selling our product offering. If we
faced a claim relating to proprietary technology or information, we might seek
to license technology or information, or develop our own, but we might not be
able to do so. Our failure to obtain the necessary licenses or other rights or
to develop non-infringing technology could prevent us from selling our products
and could seriously harm our business.

PRODUCT DEFECTS OR SOFTWARE ERRORS COULD ADVERSELY AFFECT OUR BUSINESS DUE TO
COSTLY REDESIGNS, PRODUCTION DELAYS AND CUSTOMER DISSATISFACTION.

         Design defects or software errors in our product may cause delays in
product introductions or damage customer satisfaction, either of which could
seriously harm our business. Our software products are highly complex and may,
from time to time, contain design defects or software errors that may be
difficult to detect and correct. We have a customer support organization that is
responsible for providing maintenance and support to our customers. Maintenance
and support includes identifying and correcting any reported product defects or
software errors.

         Although we have license agreements with our customers that contain
provisions designed to limit our exposure to potential claims and liabilities
arising from customer problems, these provisions may not effectively protect us
against all claims. In addition, claims and liabilities arising from customer
problems could significantly damage our reputation and hurt our business.


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YEAR 2000 ISSUES MAY DISRUPT OUR OPERATIONS AND CAUSE US TO LOSE REVENUE.

         Failure of BillPlex to be year 2000 compliant could result in a
significant decrease in market acceptance of our product and legal liability. If
a claim were to be brought against us, regardless of its merit, the claim would
likely be time-consuming and expensive to defend, would divert management time
and attention and could result in adverse publicity. We intend to have this
testing process completed during the third quarter of 1999. BillPlex operates in
complex network environments and directly and indirectly interacts with a number
of other hardware and software systems. We have not performed extensive tests on
all hardware, software, switches and other devices that may operate in
conjunction with BillPlex, or provide data to or receive data from BillPlex. We
also have not tested custom interfaces written for BillPlex. Some of our
customers may have year 2000 problems with products that we believe are year
2000 ready.

         We may also be affected by year 2000 issues related to non-compliant
internal systems developed by us or by third-party vendors. If the internal
systems developed by us prove to be non-compliant, or if our third-party vendors
or any suppliers of non-information technology systems do not identify year 2000
problems with their products or fail to correct their year 2000 problems, we
could have failures that result in an interruption of our normal business
activities or operations.

OUR STRATEGY TO EXPAND INTO INTERNATIONAL MARKETS MAY NOT SUCCEED AS A RESULT OF
LEGAL BUSINESS AND ECONOMIC RISKS SPECIFIC TO INTERNATIONAL OPERATIONS.

         Our strategy includes expansion into international markets through a
combination of strategic relationships and internal business expansion. In
addition to risks generally associated with international operations, our future
international operations might not succeed for a number of reasons, including:

         -        dependence on sales efforts of third party distributors;

         -        difficulties in localizing products and supporting customers
                  in foreign countries;

         -        greater difficulty in collecting accounts receivable; and

         -        legal uncertainties inherent in transnational operations such
                  as export and import regulations, taxation issues, tariffs and
                  trade barriers.

ACQUISITIONS OF COMPANIES OR TECHNOLOGIES COULD RESULT IN DISRUPTIONS TO OUR
BUSINESS, DIVERSION OF MANAGEMENT AND COULD REQUIRE THAT WE ENGAGE IN FINANCING
TRANSACTIONS THAT COULD HURT OUR FINANCIAL PERFORMANCE.

         Although we have not done so in the past, we may in the future make
acquisitions of other companies, products or technologies, or enter into
strategic relationship agreements that require substantial up-front investments.
If so, we will be required to assimilate the acquired businesses and may be
unable to maintain uniform standards, controls, procedures and policies if we
fail to do so effectively. Acquisitions may also disrupt our operations and
divert


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management's attention from the day-to-day operation of our business, which
could impair our relationships with our current employees, customers and
strategic marketing alliances.

         We may have to incur debt or issue equity securities to pay for any
future acquisitions. The issuance of equity securities for any acquisition could
be substantially dilutive to our stockholders. In addition, our profitability
may suffer because of acquisition-related costs or amortization costs for
acquired goodwill and other intangible assets.

                        RISKS RELATED TO OUR COMMON STOCK

THE MARKET PRICE OF OUR COMMON STOCK MAY BE VOLATILE, AND YOU MAY EXPERIENCE
INVESTMENT LOSSES.

         Many factors could cause the market price of our common stock to rise
and fall. Some of these factors are:

         -        variations in our quarterly operating results;

         -        acquisitions or strategic alliances by us or others in our
                  industry;

         -        changes in estimates of our performance or recommendations by
                  financial analysts; and

         -        market conditions and regulatory trends in the communications
                  industry.

         In addition, the stock market experiences significant price and volume
fluctuations. These fluctuations particularly affect the market prices of the
securities of many high-technology companies. These broad market fluctuations
could adversely affect the market price of our common stock. When the market
price of a stock has been volatile, holders of that stock have often instituted
securities class action litigation against the company that issued the stock. If
any of our stockholders brought a securities class action lawsuit against us, we
could incur substantial costs defending the lawsuit. The lawsuit could also
divert the time and attention of our management. Any of these events could
seriously harm our business.

OUR EXECUTIVE OFFICERS AND DIRECTORS OWN A LARGE PERCENTAGE OF OUR VOTING STOCK
AND COULD EXERT SIGNIFICANT INFLUENCE OVER MATTERS REQUIRING STOCKHOLDER
APPROVAL.

         Our officers and directors beneficially own approximately 56% of
our common stock. As a result, our officers and directors will significantly
influence:

         -        the election of our directors;

         -        any decision to amend our certificate of incorporation or
                  bylaws;

         -        any decision to engage in a merger, sale of assets or other
                  corporate transaction; and

         -        the outcome of other matters submitted for stockholders' vote.


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         The concentration of stock ownership by our officers and directors may
discourage a potential acquirer from making a tender offer or attempting to
obtain control of Daleen Technologies, which in turn could reduce our stock
price or prevent our stockholders from realizing a premium over our stock price.

FUTURE SALES OF OUR COMMON STOCK MAY DEPRESS OUR STOCK PRICE CAUSING INVESTOR
LOSSES.

         Sales of a substantial number of shares of our common stock in the
public market could adversely affect the market price of our common stock. As of
November 10, 1999, approximately 19 million shares of our common stock were
outstanding. All of the 4,100,000 shares sold in our initial public offering are
freely tradable unless held by our affiliates. The remaining shares of our
common stock outstanding will be restricted as a result of securities laws or
lock-up agreements signed by the holders and will be available for sale in the
public market from time to time.

         BancBoston Robertson Stephens Inc. may, in its sole discretion and at
any time without prior notice, release all or any portion of the common stock
subject to lock-up agreements.

ANTI-TAKEOVER PROVISIONS AND OUR RIGHT TO ISSUE PREFERRED STOCK COULD MAKE A
THIRD-PARTY ACQUISITION OF DALEEN TECHNOLOGIES DIFFICULT EVEN IF AN ACQUISITION
WOULD BE BENEFICIAL TO US.

         We are a Delaware corporation. There are provisions in our charter and
bylaws and the anti-takeover provisions of Delaware law that could make it more
difficult for a third party to acquire control of us, even if a change in
control would be beneficial to stockholders. In addition, our bylaws provide for
a classified board, with board members serving staggered three-year terms. The
Delaware anti-takeover provisions and the existence of a classified board could
make it more difficult for a third party to acquire us.

         Our board of directors has the authority to issue up to 10,000,000
shares of preferred stock. Without any further vote or action on the part of the
stockholders, the board of directors will have the authority to determine the
price, rights, preferences, privileges and restrictions of the preferred stock.
This preferred stock, if issued, may have preference over the rights of the
holders of common stock. Although the ability to issue preferred stock provides
us with flexibility in connection with possible acquisitions and general
corporate purposes, the issuance may also make it more difficult for a third
party to acquire a majority of our outstanding voting stock.


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