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Interview

For decades, inventory management for telcos has been treated as a necessary but unremarkable feature of daily operations. Operators’ need to understand where their network physically exists was crucial for planning and maintenance, but there was little thought that this data could influence investment decisions, operational efficiency, or customer experience

Today, however, this perception is beginning to shift, as operators grow increasingly aware of the strategic importance of network data, the limitations of legacy systems, and the practical realities of deploying AI at scale.

According to Luke Sullivan, Head of Global Pre-Sales, Telecommunications at VertiGIS, the transformation is about telcos finally making use of the data they have always had access to.

“Fundamentally, inventory is still boring,” he joked. “But what’s exciting is that understanding inventory on a more granular level means that you have a much better appreciation of the value of your network, how it’s used, and how you can deliver services to individual customers.”

From obligation to opportunity with AI

Historically, telco inventory systems were built purely to ensure that operators knew what infrastructure they had and where it was located, with little thought given to using this data after it was recorded. In fact, as Sullivan points out, in many cases this data was only accessed when there were issues with the network.

“It is often the case that the primary focus for operators during deployment is speed – how fast can we construct the network? And what ends up happening is they only realise their weakness in inventory when something goes wrong,” said Sullivan. “As a result, these operators can take years before they understand how valuable their inventory would have been if it had been collected and managed their data more effectively.”

The rapid advances in AI, however, has led to this process being re-evaluated, offering not only significant cost savings through operational efficiency but also competitive advantage through improved customer service.

“The change in the last years has really been understanding that the inventory data has immense value,” Sullivan explains. “We can use that data to improve the way we deploy services, to maximise the efficiency of the network, and to improve operations. We now have the tools to leverage that data in the most efficient ways possible, and companies are finding much more creative and powerful ways of taking advantage of it.”

One area seeing significant improvement is inventory validation. Previously, such validation would involve manually visiting and identifying the physical infrastructure, a process that was both time consuming and prone to error. AI can greatly accelerate these tasks.

“Insufficient checks or validations of what was installed in the field compared to what was planned can create a significant gap between inventory data and the real network,” said Sullivan. “AI can help field engineers document deployments by automatically analysing and categorising images and video. Then, it can take the results and compare them to planning documents, flag discrepancies, and adjust the network accordingly.”

“These are processes that have historically been semi-manual or needed additional validation but are now being done automatically. That saves a lot of time and hard work, so it’s enormously valuable,” he added.

Creating a single source of truth from disparate data

Of course, as with any automation process, the quality of data remains a key concern. Older networks in particular suffer from poor or missing inventory information, which can greatly delay returns from AI implementation.

“One of the fundamental issues is if the data in the inventory system is incomplete or incorrect, then any decisions an AI tool is going to make are also going to be incorrect,” he said. “Both humans and AI can only work with the information in front of them.”

While some operators struggle with incomplete data, others face a different problem: they already have high-quality data but cannot use it effectively.

“There are lots of legacy systems that have perfectly good datasets. That doesn’t actually mean that they are able to leverage it efficiently,” said Sullivan.

This disconnect reflects a broader challenge across the industry. Many inventory systems were not designed with advanced analytics, automation, or integration in mind, with even well-maintained datasets can remain siloed or inaccessible.

For Sullivan, the solution is to bring this data together into a unified Geographic Information System (GIS)-based environment that enables consistent modelling, planning, and operational insight, such as VertiGIS ConnectMaster.

“We call it our single source of truth,” he explained. “It is built on VertiGIS’ Neo framework, which focuses on cloud-first architecture and scalable deployment models.”

Crucially, it also integrates into customers’ existing systems through APIs, making it easy to customise to the operators’ individual needs.

“We’re evolving our applications to provide flexibility for deployments, flexibility for how the applications and the solutions can scale, but also to future-proof them as the customer requirements continue to change,” said Sullivan.

Unlocking value from ‘boring data’

Ultimately, for Sullivan and ConnectMaster, the future of inventory and GIS systems lies in making infrastructure data both accessible and actionable. More than a technological shift, this will involve a major mindset shift for operators.

“Operators need to understand not just how to collect the data, but how to maximise its value,” said Sullivan. “That involves a lot of analysis and a lot of modelling of future demands on the network. These are key value points that are much more at the forefront of people’s minds today.”

The rigid systems of the past are rapidly becoming malleable, able to be tailored to specific outcomes and solving real-world problems. Operators that succeed in structuring, governing, and leveraging this “boring” data will gain a measurable advantage in how they plan, operate, and evolve their networks.

“I actually wish the customers would come to us with more problems,” concluded Sullivan. “In most cases, the data is there already. They just need experts who understand their unique challenges and can provide a flexible solution to help deliver positive outcomes.”

Meet the VertiGIS team at FTTH Conference 2026

VertiGIS is attending FTTH Conference 2026, taking place 14–16 April 2026 at Excel London, where the team is discussing the evolving role of network inventory as a foundation for efficient fibre network planning, operations, and AI-enabled workflows.

If you would like to explore how fibre operators are modernising network inventory management and creating a structured system of record across planning, documentation, and operations, we welcome the opportunity to connect at Booth S22.

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Contributed Article

The global telecom networks are under tremendous pressure to build networks capable of sustaining the explosive, bandwidth-hungry requirements of mobile Artificial Intelligence (AI). With the growing popularity of AI applications and tools among enterprises and individual users, the industry is realizing that the existing networks do not have the capacity to meet the demands of emerging AI-driven traffic.

According to GSMA, AI-driven traffic is likely to lead to a three-fold increase in cellular data traffic by 2030 compared to 2024 base. AI applications and devices have already started to record a massive growth over the past year, with global monthly active users surpassing one billion and token consumption surging by hundreds of times.

While this is a massive opportunity for the service provider, AI-generated traffic places new demands on the network. To begin with, traditional mobile networks were designed for more downlink consumer traffic. The data suggests that uplink speeds continue to be far lower than peak downlink performance, making it difficult to ensure performance for AI inference-based applications. AI inference traffic is also prone to unexpected surges and demands millisecond-level response times. To put it simply, networks are emerging as bottlenecks and may prevent enterprises and individuals from leveraging the full potential of AI.

In addition, the service providers face business challenges of diminishing returns even as traffic volumes continue to rise. Emerging use cases, including intelligent connected vehicles and industrial digitalization, are creating new demands that existing infrastructure is not designed to address. To capture the Mobile AI opportunity, the service providers need to build a network architecture capable of delivering differentiated services and experiences that can be monetized. Furthermore, service providers must evolve their offerings from vanilla connectivity solutions to new innovative use cases that are based on differentiated experiences.

With commercial 6G deployments likely only by 2030, present-day networks can’t address the demands of AI-driven traffic. In this scenario, 5G-Advanced (5G-A) networks, the next evolutionary step between 5G and 6G, is helping service providers address the explosive growth in AI-driven traffic without impacting performance. It has already been deployed in more than 300 cities around the world.

In this context, Huawei’s All Bands to 5G-A strategy is designed to address these challenges faced by the service providers. It helps service providers maximize network performance, energy efficiency, and user experience while minimizing capital outlay. This approach not only addresses the present-day challenge of surging AI workloads but also lays the groundwork for 6G.

It focuses on using a range of solutions to evolve the entire spectrum, including low, medium and high frequency bands, towards 5G-A. These solutions are designed to help service providers maximize the performance of 5G-A while ensuring energy efficiency and user experience. On one hand, it focuses on unlocking the untapped potential of the existing sub-3 GHz and sub-6 GHz allocations through spectrum refarming and targeted technology upgrades. On the other hand, it leverages the Upper 6 GHz (U6 GHz) band as the foundation of next-generation network architecture.

Significantly, it helps service providers align network capabilities with the evolving needs of the customers, thus unlocking new revenue streams beyond basic connectivity. Huawei’s All-Band Path to 5G-A strategy is designed to help service providers accelerate the transition of networks to build a more sustainable and scalable model. Through coordinated use of spectrum across bands, the strategy helps operators tap into both high-end consumer and enterprise markets, creating a broader and more resilient growth engine in the AI-driven telecom landscape. It allows service providers to move from selling commoditized connectivity solutions to delivering differentiated, experience-led services, helping them to boost monetization of their investments while providing new experiences to their customers.

The U6 GHz opportunity

The U6 GHz band has emerged as a key band for 5G-A evolution since it provides a large bandwidth and superior coverage. It is a critical enabler of next-generation services, going beyond improved capacity and coverage to support uplink-intensive use cases such as immersive XR, industrial digital twins and real-time AI applications at scale. Its inclusion within evolving 5G-A standards further reinforces its role in future network architectures.

Several markets, including China, the United Arab Emirates (UAE) and Brazil, have already moved ahead with spectrum allocation, while a growing availability of compatible chips and devices indicates that U6 GHz ecosystem is maturing rapidly.

Significantly, U6 GHz is not just a 5G-A band. It is engineered as a smooth on-ramp to 6G, protecting long-term spectrum investments of service providers. It stands as the most vital resource for the Mobile AI Era, favored by leading operators in many countries for its ability to drive digital economic growth. By offering a potent mix of high-uplink performance and broad-bandwidth capabilities, it ensures that 5G-A networks can seamlessly evolve into 6G while supporting complex needs like FWA and high-density hotspots. To ensure this power reaches every corner of the digital landscape, an ecosystem of diverse base station form factors will emerge, providing the architectural flexibility to meet the specific deployment needs of every scenario—from dense urban centres to specialized industrial environments.

U6 GHz enables continuous urban coverage, supports massive terminal access in high-density scenarios, and provides the bandwidth headroom that mobile AI applications require. To put it simply, it gives 5G-A networks the ability to deliver extensive coverage, high capacity, and high speed. In addition to mobile AI, services also include low-altitude economy, local and wide area networks to business (ToB) field, and internet of vehicles (IoV). As a large-bandwidth spectrum, the U6 GHz band transforms bandwidth into an engine for diverse digital services.

To address this opportunity, Huawei has developed a comprehensive U6 GHz product portfolio, covering the entire chain from base station hardware to end-user device support, thus enabling service providers to quickly move once they deploy the spectrum.

Huawei has introduced a portfolio of U6 GHz Active Antenna Units (AAUs) to address growing outdoor coverage and capacity demands. Its flagship 256 TRx AAU uses Extremely Large Antenna Array (ELAA) design and hybrid beamforming to deliver C-band-like coverage. With advanced MU-MIMO and 400 MHz bandwidth, it supports up to 100 Gbps downlink and over 10 Gbps uplink, enabling a consistent high-speed user experience.

For indoor environments, where high concurrency and capacity are critical for AI-driven applications, Huawei has launched U6 GHz small cell solutions, which support up to 400 MHz bandwidth. On the transport side, the company has introduced new microwave solutions to support the increased bandwidth requirements of U6 GHz deployments.

As AI-driven applications continue to scale, U6 GHz is emerging as a key enabler of next-generation connectivity built from 5G-A networks. Huawei’s All Bands to 5G-A strategy and end-to-end U6 GHz portfolio offers service providers a pathway to address immediate capacity challenges while supporting long-term network evolution to 6G.

A strategy built for what comes next

As AI applications move from the edge to the mainstream, networks will need to deliver not just higher speeds but consistent performance, higher uplink capacity, and deterministic service levels. In this context, spectrum strategy is emerging as a defining factor. Service providers that transition to 5G-A and can effectively combine existing spectrum assets with new bands such as U6 GHz will be better positioned to gain from the AI opportunity.

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News

Nigeria’s push to expand its digital infrastructure has gained fresh momentum after the African Development Bank (AfDB) approved a $200 million loan for Project BRIDGE, a major fibre-optic programme aimed at widening broadband access and strengthening the country’s digital economy.

The initiative, formally known as the Digital Value Chain Infrastructure for Boosting Employment (D-VIBE) project, is part of a wider effort to mobilise about $2 billion for broadband expansion across the country, according to the AfDB.

The plan is ambitious: officials want to lift Nigeria’s national fibre backbone from roughly 30,000 kilometres to 120,000 kilometres, with open-access infrastructure reaching all 774 local government areas.

According to the AfDB and reports in Premium Times, the network is also intended to support cross-border links with Benin, Cameroon, Niger, and Chad, while extending service to schools, health facilities, rural communities, agro-industrial zones, and commercial centres.

“Nigeria has the talent, the market, and the ambition; what it has lacked is the backbone infrastructure to connect that potential to opportunity. D-VIBE changes that. From the north to the south, from farms to factories to classrooms, this investment will make high-speed connectivity a reality for every Nigerian community and give young people the tools to build their futures digitally,” said Abdul Kamara, Director General, African Development Bank Group Nigeria Office.

Funding for the project is being assembled from multiple sources. In addition to the AfDB loan, reports suggest the package includes $500 million from the World Bank, $100 million from the European Bank for Reconstruction and Development, an $1.2 billion from the private sector.

Execution remains the critical test for the project. Fibre rollout in Nigeria has repeatedly been slowed by right-of-way costs, fragmented policy, and coordination problems, making delivery as much a governance challenge as a financing one.

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News

The submarines are thought to be mapping the UK’s undersea communications networks.

The UK’s defence secretary John Healey has today revealed to reporters that a trio of Russian submarines have been monitored in UK waters, likely monitoring the country’s subsea cables and pipelines.

British armed forces, including a naval ship and a Royal Air Force plane, were quickly deployed to track and deter the submarines, which subsequently left the area.

There are no reports of submarine infrastructure having been damaged.

“To Putin, I say this: we see you, we see your activity over our underwater infrastructure. You should know that any attempt to damage it will not be tolerated and would have serious consequences,” said Healy.

The incident involved three submarines, a Russian Akula-class attack submarine and two spy submarines belonging to Russia’s Main Directorate for Deep-Sea Research (GUGI). These GUGI submarines are designed to monitor and map submarine cable infrastructure and could be used to sabotage these underwater systems.

“These aren’t standard submarines, they’re specialist vessels designed for deep sea operations,” Charlotte Wilson, Head of Enterprise at Check Point Cybersecurity, told the BBC. “So, this isn’t random movement, it suggests a deliberate effort to understand where critical infrastructure sits and how it behaves. Not only mapping locations but also assessing how resilient those systems are.”

GUGI has often been linked to covert submarine cable surveillance in UK waters, most recently in 2025 when its ‘spy ship’, Yantar, was accused of entering British waters to map subsea infrastructure.

A notable incident occurred in January 2025, when a UK submarine surfaced beside the Yantar in a show of strength, with Healy subsequently saying, “we know what you’re doing and we will not shy away from robust action to protect this country”.

Over a year later, however, and Russia is seemingly undeterred. Healy notes “increased Russian activity” in the Atlantic north of the UK, with a 30% increase in Russian vessels threatening UK waters.

How is the submarine cable security landscape changing? Join our inaugural Subsea Security Summit in May 2026

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News

The Federal Communications Commission has adopted new procedures to streamline transitions from aging copper cables in the US.

By Brad Randall, Broadband Communities

A set of new policies and procedures adopted by the Federal Communications Commission (FCC) will streamline the process for retirement of legacy copper networks, according to FCC Chairman Brendan Carr.

Last month, Carr said the FCC has now cleared some of the “regulatory underbrush” that has slowed down the phasing out of copper networks.

Some of the changes adopted include a clarification enabling providers to use streamlined procedures more often, a waiver allowing retirement of copper networks where bundled services are offered (while keeping pro-consumer protections in place), and a new waiver for notification requirements that the Wireline Competition Bureau considered excessive.

“This initial set of actions gets things moving in the right direction and creates the right incentives for providers to invest and build new networks in communities across the country,” Carr said. “As we take these actions, we are also ensuring that consumers remain protected during the transition.”

Another change announced is a new waiver for requirements regarding services determined to be grandfathered by providers, the FCC announced.

Meanwhile, Carr said the FCC will continue on its current path.

“Outdated FCC rules have left Americans sitting in the slow lane for far too long,” he said. “Those FCC rules have forced providers to pour resources into maintaining aging and expensive copper line networks instead of investing in the modern, high-speed infrastructure that Americans want and deserve.”

He said the FCC’s goal with the aforementioned actions is to free up billions of dollars for new networks that could have otherwise been diverted into copper lines.

Additionally, he said the FCC is not finished with the topic of copper networks.

“There is much more work ahead for the FCC,” he said.

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MANILA, March 31, 2026 – ePLDT Group, the Information and Communication Technology (ICT) subsidiary of PLDT, has chosen CSG^® (NASDAQ: CSGS) to support the next phase of its business growth. Together with CSG, ePLDT and its data center subsidiary, VITRO Inc., continue to build on their robust digital backbone to bring enterprise customers a faster activation process, more tailored tech offerings, and simpler billing experiences.  

“As we continue to advance our digital transformation capabilities, our focus is to deliver tangible value for our customers by simplifying engagements and enabling faster outcomes,” said Victor S. Genuino, President and CEO of ePLDT & VITRO Inc. “With its deep domain expertise and longstanding relationship with PLDT, CSG plays an important role in helping us deliver more responsive, efficient, and customer‑centric experiences for Philippine enterprises.” 

With CSG Quote & Order and CSG Encompass, ePLDT Group further expands its ability to simplify complex enterprise requirements, drive sustained revenue and customer lifetime value, and reinforce its digital foundation across its portfolio of multi‑cloud, data and AI, managed services, cybersecurity offerings, and data center solutions. In turn, these capabilities enable enterprises to reduce complexity, accelerate decision‑making, and stay competitive by accessing ICT services that are easier to understand, procure, and deploy. 

“In our digital economy, demand for data center, cloud, and cybersecurity services has skyrocketed,” said Ian Watterson, Senior Vice President, Go-to-Market, CSG. “As a trusted digital transformation enabler, ePLDT Group serves as the backbone to many of the most important modernization initiatives in Asia-Pacific. We are humbled to build on CSG and PLDT’s 20+ year relationship as we help ePLDT scale its business and power the next wave of enterprise transformation in the region.” 

Learn more about how CSG Quote & Order accelerates time to value and unlocks stronger B2B experiences for global industry innovators, from Telenor Denmark to One NZ. 

About CSG

CSG empowers companies to build unforgettable experiences, making it easier for people and businesses to connect with, use and pay for the services they value most. Our customer experience, billing and payments solutions help companies of any size make money and make a difference. With our SaaS solutions, company leaders can take control of their future and tap into guidance along the way from our fiercely committed and forward-thinking CSGers around the world.

Want to be future-ready and a change-maker like the global brands that trust CSG? Visit csgi.com to learn more.

Contacts:  

Julia Dakhlia

External Communications, +1 (402) 431-7376, julia.dakhlia@csgi.com

John Rea

Investor Relations, +1 (210) 687-4409, john.rea@csgi.com

The post ePLDT Group Powers Enterprise Transformation, Customer-Centric Innovation with CSG appeared first on Total Telecom.

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Interview

Despite decades of technological change, from early mobile devices to eSIM, the core telco retail experience has remained largely static. For Christopher Krywulak, CEO and founder of iQmetrix, the industry now faces the harsh reality of a long-delayed transformation, with raising customer expectations and rapid AI advances pushing operators towards a more holistic retail model.

Speaking to Total Telecom, Krywulak shed light on the broken customer retail experience, organisational inertia, and why operators must embrace AI and hybrid retail models.

Fragmented and frustrating

The mobile industry has long suffered from a persistent failure to connect digital and physical channels into a seamless journey. Despite operators investing heavily in apps and online tools, the in-store experience often remains disconnected from the online experience.

“The retail experience fundamentally still hasn’t changed significantly since the first introduction of mobile phones,” said Krywulak. “It was very transactional and, from a carrier perspective, we have not yet really shifted. There’s no real appetite from telcos to take the lead and bridge their systems.”

This fragmentation is most visible when customers move between channels. Journeys that begin online frequently collapse in-store, resulting in a frustrating customer experience.

“Telcos have always been so focused on their networks that the channel is something of an afterthought. In their minds, it’s just the part at the end of the transaction, where it really needs to be part of the whole flow,” said Krywulak. “Our best-in-class retailers create a continuous experience that moves from online to in-store seamlessly. That’s a great experience and it generates loyalty.”

A ‘phygital’ future

Of course, addressing this challenge is no small feat. The telco industry has long discussed the challenges and benefits of creating a seamless digital–physical retail experience, but few have truly embraced the approach.

“There is awareness that this customer experience really matters, but it has not really been solved at scale yet for telcos,” said Krywulak. “There’s been much talk of multi-channel, omnichannel, but I like the term ‘phygital’ – it literally blends the digital and physical together.”

In practice, this means ensuring that the same systems and data underpin both environments. Key customer interactions, such as checking upgrade eligibility, trade-in value, or product availability, should be consistent regardless of channel.

“A lot of the plumbing that we do at iQmetrix is ensuring that the physical orchestration level is the same as the digital,” Krywulak explained. “We need to be able to hand off from one service platform to the other while retaining the customers’ identity to deliver a unified experience.”

Culture, not technology, is the primary barrier

While legacy systems and siloed data are often cited as the main obstacles to delivering a ‘phygital’ channel experience, Krywulak argues that organisational structure and mindset are equally significant barriers. Operators are used to their various departments operating largely independent, each with its own priorities and little motivation to work across teams. This, Krywulak says, makes it inherently challenging to deliver a consistent customer experience.

“They have their sales team, their marketing team, and their IT team, but no one’s really working on the shared strategy,” he said, describing a lack of ownership over the end-to-end customer experience.

This fragmentation is further entrenched by telcos’ tendency to approach change incrementally, aiming to solve problems in isolation rather than redesigning journeys holistically.

“There’s been a bottom-up reductionist approach to retail,” explained Krywulak. “They do a piece at a time, rather than thinking about how the system works as a whole.”

For Krywulak, this is a fundamental error, arguing that operators’ strategies should begin by defining the desired customer experience and expanding from there.

“What kind of experience do you want your customer to have? What problems do they have and how can you solve it for them? These are the key questions to ask, rather than leading with technology,” said Krywulak.

This lack of a top-down, experience-led strategy contrasts sharply with best-in-class retailers, like Apple, who design their retail strategy around the user journey from the outset

Apple, frequently cited as a benchmark, exemplifies a model where digital and physical interactions are tightly integrated and designed around the user journey from the outset.

“Apple is really the ‘North Star’ for where telco should be headed,” said Krywulak. “The company really understands that the digital and physical should be considered a single, unique final experience for customers. They are creating brand theatre in their stores. When customers come to your store regularly because they trust you to solve problems, not just sell products, then there’s so much commercial opportunity.”

Agentic commerce will demand change

The next phase of retail disruption is rapidly approaching in the form of agentic AI, where digital agents can act on behalf of customers to navigate purchasing decisions.

In this model, the customer journey increasingly begins outside traditional telco channels, with AI tools aggregating options and guiding decisions. This presents both an opportunity and a threat for the telcos. Those that adapt quickly can capitalise on a new route to customer acquisition, while those that fail to expose their offerings via APIs risk being excluded from these new buying pathways.

At the same time, these AI agents will play a growing role within retail operations, supporting both customer journeys and employee workflows.

“Shopping is not far from beginning at the AI agent level […] Agents will orchestrate the entire retail journey, from answering customer questions to building personalised packages,” said Krywulak.

This will inevitably reshape the role of physical stores. While Krywulak admits that there will “likely be fewer physical stores” in the future, he sees stores evolving to focus less on transactions and more on solving complex customer needs, from repairs to upgrades and advice. At the same time, they may double as logistics points, enabling faster fulfilment for online orders.

“I see telcos having large flagship stores that are full service, offering not only basic retail and device support but unique hybrid experiences,” he predicts. “Telecoms’ complexity makes it ideal for the mixture of the physical and digital in retail. That’s not going to change.”

Learn more about how iQmetrix is helping telcos bridge digital and physical retail at https://www.iqmetrix.com/.

Christopher Krywulak is CEO and founder of iQmetrix

iQmetrix is a global provider of Interconnected Commerce software solutions for telecom retail. Interconnected Commerce is an AI-native telecom commerce platform that acts as a system of intelligence. It replaces fragmented legacy stacks with a modern, modular operating layer, connecting telcos, retailers, and OEMs into one flow across channels and markets. The result is less complexity, lower cost, and the speed to move ahead.

For 26 years, we’ve been passionate about helping the leading brands in telecom to grow by providing best-in-class software, services, and expertise that enables them to adapt and thrive. Our solutions power $17BN in sales annually, handling nearly 53 million invoices and more than 28 million activations, and are used by more than 370,000 telecom retail professionals across almost 1,000 clients. iQmetrix is a privately held software-as-a-service (SaaS) company with employees in Canada, the U.S., India, and Europe.

For more information, please visit www.iqmetrix.com.

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Dubai, April 2, 2026: Freedom Telecom International (FTI), a subsidiary of Freedom Holding Corp. (NASDAQ: FRHC), and global technology group e& have entered into an agreement establishing a structured framework to capture business opportunities worldwide. The arrangement creates a platform for the two organizations to engage a wider circle of telecom operators and contribute to their growth, while maintaining full operational independence.

e& brings diverse telecom expertise gathered throughout its operating footprint, such as advanced capabilities in commercial optimization, digital transformation and large-scale operational execution. FTI, through its parent Freedom Holding Corp., commands expertise on the creation, development and operation of a diversified digital ecosystem encompassing financial technology platforms, digital banking and investment services, as well as loyalty and customer-experience solutions.

Khaled Hegazy, Chief Operations Officer, e& international, commented:
“At e& international, we look for partnerships that create practical routes to growth for operators seeking to strengthen performance and expand their digital service capabilities. This agreement with Freedom Telecom International gives us a clear framework to explore those opportunities together, combining our experience in commercial optimization, digital transformation and operational execution with Freedom’s ecosystem expertise. It also provides a structured basis for engagement across markets while preserving the independence of both organizations.”

The agreement comes at a time when telecom operators and digital financial ecosystems are seeking new ways to collaborate through clearly delineated models. The framework is designed to spark dialogues with operators that are looking to advance their telecom and digital services capabilities or aspire to advance their fintech- and digital services infrastructure.

Timur Turlov, Founder & CEO of Freedom Holding Corp., said:
“Building the Freedom ecosystem in Kazakhstan has given us deep experience across multiple areas of digital transformation, and through this journey we have seen growing interest from global organizations to leverage the technologies we have developed. We believe this new structure with e& provides an additional channel through which such conversations can take place, as opportunities arise in various markets.”

Johannes Hummer, CEO of Freedom Telecom International, added:
“In the past year we have encountered the telecom-fintech convergence topic frequently in various global forums. Many international organizations I speak to are keen to learn about digital infrastructure and ecosystem models – like the one we have been developing in Kazakhstan. With a clear engagement structure in place between FTI and e&, we hope to broaden the circle of interested organizations and the projects we realize will be key to our growth.”

About the Signing Parties
About e&
e& (ADX: EAND) is a global technology group committed to advancing the digital future across 38 countries in the Middle East, Asia, Africa, and Europe. Founded in Abu Dhabi in 1976, e& leverages its five decades legacy in advanced connectivity to deliver powerful digital solutions that unlock value and drive progress.

For enterprises and governments, e& provides mission-critical infrastructure, including sovereign cloud platforms, data centres, and AI-powered solutions to solve complex challenges and accelerate growth. For millions of customers, the Group brings world-leading connectivity together with digital services across entertainment, fintech, and superapp experiences that enrich daily life.

Driven by innovation and strengthened by global partnerships, e& delivers secure, high-performance technology that strengthens economies and expands opportunity globally.

To learn more about e&, visit eand.com

Freedom Telecom International supports global partners in deploying and integrating Freedom Holding Corp’s portfolio of digital financial and lifestyle services. FTI also evaluates and executes investment opportunities in the telecom and fintech sectors, promoting financial and digital inclusion in emerging and frontier markets.

Freedom Holding Corp. is a leading international provider of investment and brokerage services across the markets of Central Asia, Americas, and Europe and Middle East, with more than 16 years of experience in global financial markets. The Holding’s shares are publicly traded on the NASDAQ stock exchange under the ticker FRHC with current market capitalization at USD 7.3 billion, and total assets amounting to USD 10.3 billion. The total number of clients in its digital ecosystem exceeds 11 million.

Freedom Holding Corp. employs over 11,000 professionals who are based in 231 offices in 22 countries, including Kazakhstan, the United States, the United Arab Emirates, Cyprus, Spain, France, Germany, Greece, Uzbekistan, and Armenia. The company’s principal executive office is located in New York City.

To learn more about Freedom Telecom International, visit: freedomtelecominternational.com freedomtelecominternational.com
To learn more about Freedom Holding Corp., visit: freedomholdingcorp.com

Media Contacts
Freedom Telecom International: contact@freedomtelecominternational.com
e&: mediaoffice@eand.com

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News

Next-generation FWA technology creator Tarana says Starlink has pulled the rug out from under the NTIA and state broadband offices.

By Brad Randall, Broadband Communities

Starlink’s push for state broadband offices to accept their riders earlier this year did more than undermine confidence in the federal government’s massive broadband spend, it also jeopardized the digital future for hundreds of thousands of families, according to Tarana.

The company, known also as Tarana Wireless, and as an architect of next-generation fixed wireless access (FWA) technology, made the comments in a recently released statement, posted to Tarana’s website.

“Recently, Starlink pushed for an amendment to its BEAD awards, asking for upfront payment, proposing fees if families need help with installations, and requesting relief against their commitment to provide the minimum of 100 / 20 Mbps service to the hundreds of thousands of unserved homes they were awarded,” Tarana’s statement said. “In doing this, Starlink has pulled the rug out from under the NTIA and the state broadband offices that worked so tirelessly to solve the digital divide for their residents.”

As was previously reported, state broadband offices were urged not to sign the waiver.

“Even worse, Starlink is jeopardizing the digital future of hundreds of thousands of families,” Tarana’s March 31 statement goes on to say.

The company has also highlighted recent reporting from Politico, which reported on fears being vocalized in Congress about Starlink’s ability to follow through on their commitments under the Broadband Equity, Access, and Deployment (BEAD) Program.

“It’s a commitment we all take seriously”

Meanwhile, Tarana says they’re dedicated to delivering on commitments they’ve made to connect 385,000 homes that are currently unserved.

“Undoubtedly, there is hard work ahead – there always is when historic change hangs in the balance,” Tarana’s statement said. “But at the end of the day, our ISP partners using Tarana ngFWA technology will ensure our BEAD residents will get reliable connectivity, super-fast speeds exceeding 100 / 20 Mbps, and a great in-home experience.”

“We owe them that,” their statement continued. “It’s a commitment we all take seriously – no ‘riders’ or ‘do-overs’ needed.”

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The post Tarana says Starlink’s BEAD antics “pulled the rug out” from NTIA appeared first on Total Telecom.