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Our aim is to realise increased growth and cost savings through digital transformation, as well as creating a greater impact on every individual connected to your business.
What makes us different from other consultancies is our team. We only employ senior experts who have years of experience tackling real-world challenges.
Our purpose is to help our clients make a better impact on the world.
by Duncan Clubb
•
25 September 2025
Explore the rise of edge AI: smaller data centres, faster networks, and sustainable power solutions. See why the future of digital infrastructure is distributed and intelligent | READ FULL ARTICLE
by Duncan Clubb
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17 September 2025
The UK’s AI ambitions face gridlock. Discover how power shortages, costly electricity, and rack density challenges threaten data centre growth – and what’s being done | READ FULL ARTICLE
by Andy Everest
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28 May 2025
Introduction In today's interconnected world, submarine cable networks form the backbone of global communication, enabling the seamless exchange of data across continents. While these undersea cables are the epitome of engineering marvels, their effectiveness hinges not only on the ‘wet' network in the seabed, but also on the often-overlooked terrestrial network backhaul. The terrestrial backhaul — the infrastructure that connects submarine cable landing stations to inland data centres and networks — is as crucial as the submarine network itself. Proper management and handling of terrestrial backhaul partners is essential to ensure the optimal performance, cost-efficiency, and security of all submarine networks. The Vital Importance of Backhaul Management Submarine networks are only as strong as their weakest link, and the terrestrial backhaul is a pivotal link in this ecosystem. Without a well-designed and managed backhaul, even the most sophisticated submarine network can face inefficiencies, bottlenecks, and vulnerabilities.  Key reasons why managing terrestrial network backhaul partners is so critical include: Cost Optimisation Terrestrial backhaul costs constitute a significant portion of the total network expenditure. Poorly negotiated contracts or suboptimal supplier relationships can inflate operational costs, diminishing the overall profitability of submarine networks. Network Performance The design, quality, and reliability of terrestrial backhaul networks directly affect latency, throughput, and overall user experience. A poorly managed partner ecosystem can lead to performance degradation, affecting service delivery. Security and Risk Mitigation The terrestrial segment is often more vulnerable to physical and cyber threats compared to submarine cables. Effective partner management ensures that security measures are prioritised, and risks are mitigated. Scalability and Flexibility As data demands grow, submarine networks must scale effectively. Well-managed terrestrial backhaul partners enable seamless scaling and adaptability to meet changing requirements.
by Dave Salmon
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28 April 2025
Pioneering Technologies for the Future of Urban Transformation Smart cities might sound like a utopian vision from the 1950s; something that sounds already out-of-date and perhaps even naive in our current geopolitical climate. But as urban spaces gradually implement a a series of technological leaps, the smart city emerges as a potential reality, offering a new way to unite communications with infrastructure via real-time feedback. Smart cities could dramatically enhance our quality of life, efficiency, and environmental stewardship. Given that cities are significant contributors to global emissions — responsible for approximately 70% of greenhouse gases — they will play a critical role in reaching net zero. Reflecting insights from the last Smart City Expo in Barcelona (November 2024) and a range of ambitious projects across the UK, this article delves into the strategic alignment of technology, infrastructure, and sustainability shaping today's urban landscapes. What Defines a Smart City? A smart city is fundamentally ‘a municipality that uses information and communication technology to increase operational efficiency, share information with the public, and improve the quality of government services and citizen welfare.’ While definitions vary, the overarching mission is to optimise city functions, drive economic growth, and enhance the quality of life through technology and data analysis. Smart city initiatives typically require three critical components: Networks of sensors and citizen participation to collect data Connectivity linking these networks to government systems Open data sharing to make results, changes, and improvements accessible to the public Developing this underlying infrastructure is complex and expensive. Crucially, it depends on strong relationships between government, the private sector, and citizens, as most of the work to create and maintain these data-driven environments happens through collaboration and public-private partnerships.
by Duncan Clubb
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23 April 2025
Edge computing, 5G, IoT and AI are contributing to a paradigm shift in retail that will imagine new possibilities made commercially viable by real-time data processing. In this article, we look at the convergence of these technologies and how they will offer a radical new vision of our high street by offering customers exciting new experiences that can rejuvenate in-store shopping and retail spaces. First, in Part 1, we look briefly at each technology and discuss the technical advantages they offer and how this supports new types of customer experience. Then in Part 2 we look at industry predictions about how the retail space might evolve over the next decade. Part I Edge Computing Edge computing involves processing data near its source rather than in a centralised location. In retail, this means deploying IT infrastructure in or near store venues where consumers interact with products. This ecosystem enables real-time decision-making and personalised customer experiences by analysing data from sensors and IoT devices within the store. Edge computing is a concept that applies to an integrated network of processing units, data centres and sensors that handle data close to the user. Micro Data Centres The compute part of edge computing needs to be housed in proper data centre facilities, to ensure that the expensive server equipment, especially those used by AI systems, are kept in the optimum conditions — this helps keep maintenance and operational costs down. Even though edge compute systems can be relatively compact, retailers will mostly be unwilling to give up valuable floor space for the IT equipment and its associated infrastructure (like cooling and electrical systems), so the more likely scenario is that smaller data centres will be used that can be located close by but in back-of-house areas, such as loading bays, car parks, warehouse areas and so on. These will often be operated as cloud services so that multiple retailers can benefit from edge compute without having to bear the upfront capital cost, and, most importantly, the ongoing maintenance required to keep them operational. 5G 5G networks offer high-speed connectivity and low latency, which are crucial for supporting advanced retail technologies like augmented reality (AR) and Internet of Things (IoT) applications. The increased bandwidth allows for seamless integration of online and offline shopping experiences, enabling features like virtual try-ons and real-time product comparisons. This connectivity supports personalised marketing strategies that take place in real time and deliver targeted promotions in store. Internet of Things (IoT) The Internet of Things (IoT) refers to a network of interconnected devices, machines, and sensors that collect, store, and transfer data over the internet. These devices are embedded with sensors, software, and network connectivity, allowing them to communicate with each other and with other internet-enabled systems. IoT plays a crucial role in enhancing the retail experience by providing real-time data on customer behaviours, security risks, buying preferences, inventory supply levels and daily operations. IoT devices will principally include cameras but also a range of other sensors such as RFID tags and smart shelves.
by Clive Quantrill
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23 April 2025
How to Connect Rural Britain and the Hardest-to-Reach Customers The lack of rural connectivity in the UK has become a pressing issue , creating a digital divide that impacts individuals, businesses and farmers. Modern society relies on digital services, and the lack of access to reliable, high-speed internet is a pervasive social issue that results in digital exclusion for communities, depriving them of fundamental services like online banking, health care, and education. This lack of access has a further impact on social mobility, particularly when around 37% of workers in the UK spend at least one day a week working remotely. In 2021 the Public Accounts Committee published a report on improving broadband which states ‘1.6 million UK premises, mainly in rural areas, cannot yet access superfast [internet] speeds’. Since then, we are happy to report that there has been some progress. As of early 2025, approximately 98% of all UK households have access to high-speed broadband (defined as speeds of 30 Mbps or higher) . In rural areas, that figure is 89% — a decent improvement in the last few years. However, the gap is larger when we consider gigabit speeds: only 52% of rural households can connect to gigabit-capable broadband, compared to 87% in urban areas There is still a significant gap to plug, but things are moving in the right direction. This allows the focus to shift, in part, to the next phase: establishing a modern digital infrastructure which can support a digital-first strategy in public services, as well as encouraging local innovation, such as smart city programmes. The hope is that this infrastructure will drive inward investment which then create a virtuous circle, where as more infrastructure is built, more innovative businesses are attracted to the region, which in turn drives demand for more advanced infrastructure. In this article we look at the improvements in rural connectivity and the programmes and innovations which are most likely to have a social impact.
by Steve Tunnicliffe
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15 October 2024
The Satellite Industry is in a Period of Momentous Transformation The satellite industry is going through a period of momentous transformation with the emergence of new entrants and new technologies in every segment of the value chain. For decades satellite communications have been dominated by a handful of GEO satellite manufacturers, satellite operators and ground segment manufacturers with almost a cottage-industry-like network of service providers and value-added manufacturers (BUCs, LNBs and antennas). This has been a linear and predictable business model with entirely proprietary technologies. We now see the emergence of new Non-Geostationary Orbit (NGSO), or multi orbit players in LEO, MEO and HEO building completely vertically integrated systems. This shift has significantly driven down capacity pricing: the price of satellite bandwidth for data services has dropped 77% over five years according to analysts Novaspace, formerly known as Euroconsult. Starlink, as the first to market, is making waves by disrupting market sectors historically monopolised by the established GEO players such as maritime, aero and enterprise connectivity. Two years ago, the industry would have dismissed Starlink's impact on maritime or aero connectivity segments. The sentiment was that Starlink has ‘no CIR’ (Committed Information Rate) and therefore would not be considered ‘reliable’ for mobile or critical communications. This notion has since been overturned and the naysayers have paid a price with a significant impact to revenues in maritime—the cruise industry in particular—with Starlink now making inroads into aviation and previously inviolable segments like defence. Starlink has also revolutionised satellite manufacturing, leveraging new technologies such as 3D printing to mass-produce satellites at a phenomenal rate, reducing costs to between $250,000 and $500,000 per satellite. The race is on, with Elon Musk’s Starlink trying to acquire as many subscribers as possible before the challengers like Amazon's Kuiper and Telesat's Lightspeed emerge. Forrester's Digital has predicted that SpaceX’s Starlink broadband-by-satellite system is likely to end 2025 with around 8 million customers (it ended 2024 with approximately 5 million), a remarkable growth rate when you consider that each of the leading GEO satellite operators typically have around 25,000 enterprise VSAT terminals activated. We also see the emergence of Small Sat and MicroGEO manufacturers disrupting traditional commercial models with innovations like satellite-as-a-service. This technology provides additional or targeted capacity for defence and government in hotspot areas. Twenty-five years ago, building and launching a satellite would have cost at least two billion USD. Now we see them being built and launched at a fraction of that cost (circa $60 million), reducing the price per gigabit equal to or below fibre. Starlink has also been fundamental to reducing launch costs. In 1981, launch costs were $147k per kilogram of payload. Starlink’s current generation of rockets have brought this down to $2300 and with the introduction of their new Starship rocket, Elon Musk is talking about a price as low as $100 per kilogram. This scale of reduction in launch costs is driving the democratisation of space by allowing new use cases for space to emerge. The satellite industry is also seeing unprecedented consolidation, coopetition and collaboration, creating a range of new offers to consumers, enterprise and governments. Significant transactions include: In April 2024, SES announced its intention to acquire rival Intelsat. If and when this completes, it will be a significant transaction In May 2023, Viasat completed its acquisition of Inmarsat In October 2023, Eutelsat and OneWeb completed their merger transaction In March 2024, prior to the SES announcement, Intelsat extended its partnership with competitor Eutelsat-OneWeb for LEO services.
by David Jones
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11 September 2024
The Environmental Trade-off in Digital Infrastructure Development Digital development presents a double-edged sword. On the one hand, it boosts productivity through remote work, AI, and automation, with the potential to lift billions out of poverty. Yet, at the same time, the rapid growth of infrastructure required to support these developments will need a corresponding growth in decarbonisation to avoid a climate catastrophe. The German Advisory Council on Global Change highlights this contradiction: “uncontrolled digital change threatens to undermine the important foundations of our democracies” [1] . This article takes an in-depth look at how global institutions push the mantra of ‘digitisation’ as a developmental priority for nations while failing to adequately acknowledge the huge climate impact of this enterprise. This obscuring of consequences eases the way for a rapid extension of infrastructure that consumes billions of gallons of non-renewable resources annually. In this article, I suggest that detailed modelling and forecasting are one of the major pillars needed to address this dichotomy. I will set out an approach and resources for modelling the digital demand to design a more predictive approach to digital infrastructure builds. The Environmental Impact of a Data Explosion The amount of data flowing over global digital infrastructure has exploded 300-fold over the last 10 years [2] , with the next 20 years expected to see faster-paced growth on the back of the continued digitisation of life and entertainment, as well as from huge numbers of people in developing countries coming online for the first time. This explosion is a good thing—the UN’s Sustainable Development Goal (SDG) 9 aims to provide universal and affordable access to the internet by 2030 [3] . Access to the internet and digital services strongly correlates with improvements in education, healthcare and women’s empowerment. As increasing numbers of people come online, and the scale of their data use grows, a variety of digital infrastructure will need to be built or scaled up if the digital ambitions of countries and trading blocks are to be realised. Connectivity is one part of the solution—increased coverage of broadband, mobile and satellite will undoubtedly support these targets. But, ultimately, all that data traffic needs a destination point, in the form of data centres, which, unfortunately, require vast sums of power. In the USA, data centres are expected to consume 380TWh of electricity by 2027 [4] , almost 9% of the country’s total consumption. Ireland faces an even larger burden with digital infrastructure expected to consume 33% of the country’s total electricity by 2026 [5] , and potentially 70% of the country’s electricity by 2030 [6] . Ireland and the USA have reliable national power grids, but this is not necessarily the case in developing countries. In Nigeria, data centres and mobile towers rely heavily on diesel generators, burning nearly a billion litres of diesel annually. This is a country where the average annual mobile data traffic per subscription is only 6GB per year [7] , just over 0.1% of the average traffic from a UK subscriber. To achieve universal internet access for a population that is estimated to cross the 300 million threshold by 2036 will require an exponential growth in digital infrastructure. If Nigeria remained dependent on diesel generators, and data consumption on a per-person basis reaches the UK’s level of data traffic, then the country would consume 9 trillion litres of diesel a year—over 100 times the amount of diesel consumed by the entire world in 2022 [8] . This single event would create a climate catastrophe—even if the UK, France, Germany, Spain and the Nordics reduced their CO2 emissions to zero, this would offset less than half of this increase. This is of course the worst-case scenario. Grid infrastructure has developed across West Africa and there are a multitude of projects which are building green energy infrastructure. But there has yet to be a major MNO, TowerCo or data centre company which has shown significant year-on-year reductions in emissions. It is unjust to expect developing nations to slow down or halt their digitisation while developed countries reap the benefits of a digitised economy. Instead, alternative approaches to managing global emissions are needed. And this is where predictive analytics become a crucial tool for forecasting future demand. These tools and models will support the development of alternative strategies for power generation and implement methods to reduce emissions from digital infrastructure. A predictive tool that models national network traffic growth and compares it to projected digital infrastructure expansion will help identify underserved areas early, enabling better planning of digital and power infrastructure. Early planning allows for the integration of renewable energy, natural cooling solutions, and partnerships with sustainability experts to reduce emissions. Creating the Model: Traffic vs Digital Infrastructure To address these challenges, David Jones, an Associate of Cambridge Management Consulting, has developed a comprehensive model that examines global internet traffic on a country-by-country basis and compares it to existing and planned digital infrastructure within those countries. This model considers several factors: Population Growth: Increasing numbers of internet users Economic Growth: Rising wealth levels leading to more internet usage Internet Penetration: A growing proportion of each country’s population getting online Usage Patterns: Moving towards video transmission over the internet significantly increasing traffic B2B and M2M Traffic: Business-to-business and machine-to-machine Internet traffic growth This model projects internet traffic growth over the next 20 years, if data traffic growth follows a logarithmic curve, increasing at a decreasing rate. In Germany and other developed nations, the rate of traffic growth slows once it reaches a certain threshold, as there is a natural limit to how much HD video a person can consume. By comparing these projections with a database of over 10,000 data centres, including locations and power consumption, it is possible to identify regions with underdeveloped or overdeveloped digital infrastructure. Note: This model does not account for the growth in generative AI, which adds further demand on a strained digital infrastructure. For more information on this subject, see our recent article: Building an AI-ready infrastructure . Initial Results When we run this model and compare countries, what immediately becomes clear is the difference in scale between the growth of digital infrastructure and internet traffic. Ireland’s digital infrastructure is increasing at a rate faster than its internet traffic, while in countries like Bangladesh and Algeria internet usage is growing ten times faster than the digital infrastructure that supports it. David has modelled 76 countries and will be completing another 50 over the next few months. So far, the CAGR of internet traffic is around 30%, and the CAGR of data centres is around 12%. What’s clear from this graph is how the difference in growth rates compounds over time, and that as the years progress the gap between traffic and infrastructure widens. This shows that over time the availability of infrastructure will become a massive limiting factor to digital experience. Eventually, the lack of adequate infrastructure may even prevent citizens from accessing essential internet services.
by Duncan Clubb
•
6 September 2024
Artificial Intelligence (AI) is the hottest topic in technology for many reasons, good and bad, but it’s happening and it’s here to stay, so how do we build the infrastructure necessary to support it? To start with, we should recognise that there are many forms of AI. The one that has created the most buzz is generative AI, as seen in ChatGPT, Meta's LLaMA, Claude, Google’s Gemini, and others. Generative AI relies on LLMs (Large Language Models) which have to be trained using vast amounts of data. These LLMs sit in data centres around the world, interconnected by vast fibre networks. The data centre industry has not stopped talking about AI for at least 18 months, as it gears up for an ‘explosion’ in demand for new capacity. Some of the most respected voices in technology have predicted immense amounts of growth in data centre requirements, with predictions of triple the current capacity within 10 years being at the conservative end. That’s three times the current global data centre market, which has taken 30 years or more to get to where it is today. And, when we say growth, we’re talking about power. AI systems will require three times more electricity than data centres currently consume. Depending on who you ask, that’s about 2-4% of today’s global electricity production. And we’re talking about tripling that, or more. Data Centres So, what is ‘AI-ready infrastructure’ and how are we going to build it? The two key elements are data centres (to house the AI systems) and networks (to connect them with the rest of the world). LLM training typically uses servers with GPUs (the chip of choice for AI) and, for various technical reasons, these work best when in close physical proximity to each other – in other words, GPUs work best in large numbers in large data centres. Not just that, but the new generations of GPUs work best in dense data centres, meaning that each rack or cabinet of AI kit needs a lot of power. Most data centres are designed to accommodate older kit that is not so power hungry. The average consumption globally is about 8kW per rack, although many still operate at about 2kW per rack. The latest nVidia (the leading GPU manufacturer) array needs a colossal 120kW per rack. The infrastructure inside a data centre designed for these beasts is complex: the cooling systems (GPUs run very hot) and electrical distribution systems are much harder to design and set up, and are also expensive. So, data centres for AI training systems are mostly going to be new, as adapting older facilities is a non-starter. So, where do you put them? Finding land next to the vast amounts of electricity required is increasingly difficult in many European countries, especially in the UK. Most of the utility grids in Europe are severely lacking in spare capacity, and building new grid connections and electricity generation is a slow and expensive process. The answer might be to locate these new AI data centres near new renewable energy generation sites, but those are few and far between, so land with access to power now carries a hefty premium. Small nuclear reactors could also be an answer but might take a few years to materialise – we know how to build them (witness the nuclear submarine industry) but getting planning permission to put them on land is another matter. All in all, the data centre industry seems to be at least a few years away from being able to provide the massive upgrade in capacity that is expected. Even solving the land/power problem leaves the issue of actually building a new scale of data centre, 10 or 20 times bigger than what most would consider to be a gigantic site today. It can be done, we can solve the engineering challenges, but these are huge construction projects. Networks What about the networks? Actually, although very little real research has been done on the impact of large-scale AI rollouts on existing networks, we might be in a better position. The fibre networks in the UK and many European countries have benefited from significant investment over the last few years, so coverage is a lot better than it used to be. That does not mean that fast and large fibre routes, which will be a necessity for most AI systems, are all there, but it will be easier to build out new capacity than it will be to find power. Still, what we really need is some serious research into the amount of data that will need to be moved about and how that maps with existing network infrastructure. All in all, we have more questions than answers. Some people in the infrastructure industry are sceptical that things will ever get to the scale that some are predicting, but most of us do expect it to happen – it’s just a matter of time, and the race has already begun. Cambridge Management Consulting Duncan Clubb is a Senior Partner at Cambridge Management Consulting, specialising in data centre and edge compute strategy. Duncan has extensive experience as an IT consultant and practitioner and has worked with many leading organisations in the financial, oil and gas, retail, and healthcare sectors. He is widely regarded as a leading expert and is a regular speaker at industry events. If you or your organisation require support preparing your Digital Infrastructure for the emerging AI-industry, you can read about our array of Data Centre services, and get in touch with Duncan Clubb, through our designated Telecoms, Media, and Technology service page.
by Erling Aronsveen
•
30 August 2024
In 2011, the United Nations (UN) declared their Broadband Advocacy Targets, in which they promised to Make Broadband Policy Universal by 2025. Given that over 90% of all internet traffic passes through submarine cable systems, such networks have become a hugely influential factor in this goal, and thus a significant global and political force. Since the inception of telegraph cables in the mid-to-late 19th century, the prevalence of geopolitics in the submarine cable industry has been intrinsic and impossible to ignore. It is no coincidence, after all, that the current network of cables traces the same lines as the original trade routes: both possess the shared purpose of connecting multiple regions across numerous continents in the shortest time – to boost economies and promote international directives. The telegraph cables of the British Empire were exactly that, a way to consolidate power and trade throughout vast geographical distances. Thus, as we come rapidly closer to the UN’s 2025 target, this article will focus on the positive impacts which are created and accelerated by access to undersea connectivity. In doing so, we will explore different regions, how they are currently benefitting from the UN’s path toward a more connected globe, as well as opportunities for improvement on the horizon. Repeatered Cables Before going into greater detail on the regions that current subsea networks traverse, and the positive impacts they bring, it is worth hovering briefly on the technical make-up of these cables, particularly the component of ‘repeaters’. Also known as optical amplifiers, repeaters are present at intervals along submarine cables which are longer than several hundred kilometres (as opposed to those used within lakes or rivers, etc.) and are built within the ocean floors, often several kilometres deep. Given the length of these cables, repeaters are used to amplify information-carrying wavelengths to sustain the quality of received optic signals over such long distances. However, given their housing in such a harsh and inaccessible environment, redundancy – the technical term for having a backup or recovery option for failed or damaged subsea cables – becomes crucial. Repairing repeatered submarine fibre cables can be incredibly capital intensive and complex, and thus it is important to ensure the strength and stability of subsea cable networks to protect the longevity of the benefits outlined below.
by Duncan Clubb
•
27 November 2023
The data centre industry is currently experiencing an unprecedented increase, and while air cooling has been the conventional choice for keeping them in optimal conditions for many years, that is now being replaced by liquid cooling.
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We empower organisations to grow by tackling the complexities of digital infrastructure, including 5G, IoT, and generative AI. Our expertise transforms both virtual and physical landscapes, enhancing data centers, carriers, subsea cables and more.
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We excel at strategy, feasibility and network deployment studies, design, procurement, system implementation, project management, and operations — allowing you to combine the necessary services to accomplish your strategic goals.
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Preparing for the PSTN Switch-Off: Insights & Actions to Shape Your Strategy
Discover key strategies and insights to help plan your transition strategy for 31 January 2027 — no matter your sector, industry, or size.
by Craig Cheney
•
6 December 2024
BT has recently announced an extension to the Public Switched Telephone Network (PSTN) switch-off in the UK. The previous deadline of December 2025 has been postponed to 31 January 2027. Given the lack of a national plan or central funding for the necessary infrastructure upgrades, responsibilities for welfare and safety will impact at a local level on councils, the NHS and healthcare services, social housing, fire services, and third sector organisations (charities and community groups). If these upgrades do not get funded and planned in detail (and if alternative digital solutions are not adequately tested under real scenarios) then emergency services could fail at a critical moment, putting vulnerable people at risk. The PSTN switch-off will impact five key areas; read below for more information on these. Vulnerable Citizens & Healthcare Communications technology has become vital in care home settings, which rely on technology such as fall alarms to ensure the wellbeing of their residents. Currently, in the UK, there are around 25,000 sheltered housing schemes, and an estimated 90% of them are reliant on analogue connections – for both admin and security – that will need to be transitioned onto an IP solution for continuity. This speaks to concerns across the healthcare industry more widely, which is currently characterised as a ‘Frankenstein estate’ of different telephony systems and technologies, suffering from inefficiencies, security vulnerability, and fragmented communication as a result. Across 56 NHS Trusts which took part in a Freedom of Information request by Maintel, they uncovered up to 10,315 PSTN/ISDN lines installed. Not only this, but 44% of these Trusts have admitted that they have no strategy in place for the PSTN switch-off This poses several risks and dangers following the switch-off if these Trusts do not plan accordingly. Disruptions to operations may seem resolvable to a smaller, private entity, but the impact on the healthcare industry to essential mechanisms which rely on traditional phone lines such as the emergency services will be critical. This will be compounded by a litany of administrative burdens which will divert time and resources away from patient care. Building Alarms & Security Unless fitted with an IP-based signalling solution, the majority of alarms and security systems – including intruder alarms, fire alarms, personal alarms, and CCTV – rely on signal transmission to an Alarm Receiving Centre (ARC) via the legacy PSTN network. This means that, once the switch-off takes effect, older and outdated alarm systems which have not been upgraded will no longer be able to transmit vital signals. This makes the PSTN switch-off, and planning for a proper transition, a matter of public safety. In 2019, there were nearly three million PSTN-connected intruder alarms across the UK, meaning that a lot of national infrastructure will be at risk after the switch off – both to intrusion, and fire. Transport Infrastructure On a day-to-day basis, the PSTN switch off has the potential to create severe disruption throughout public spaces due to its monopoly on transport infrastructure. A spokesman for Transport for London explained that of their nearly 6.5k sets of traffic lights, 1k still use remote monitors relying on PSTN technology. This issue isn’t just contained to London, nor traffic lights. Throughout the UK, a lack of migration plan past the switch-off could mean inadequate replacement of bus stops, EV charging hubs, travel card technology, and roadside telephones, all of which utilise PSTN technology to a certain extent. Facility Monitoring It is not just transport infrastructure that threatens to cause disruption if not properly transitioned, as the same monitoring technology leveraged for traffic lights and security systems is also used to monitor facilities and their utilities. As of 2022, the water industry relied on around 25,000 PSTN lines to complete critical services such as monitoring water levels, managing flood and stormwater, and treatment works. Furthermore, 43,000 lines were utilised to monitor gas pressure and electricity supply. Office & Depot Telephony Although the effect to analogue and landline phone lines introduced by the PSTN switch-off may be obvious (if not, read another of our articles on the stop sell), its impact on other telephony technology present throughout the public sector may be unconsidered. For example, though their use has been declining since its introduction in the 1980s, fax machines are still utilised by certain organisations for their apparent heightened security and reliability compared to digital alternatives. Furthermore, until recently two of the UK’s telephony providers were duty bound to support fax on their networks within the Universal Service Obligation (USO). This was changed with the announcement of the PSTN switch-off. Local businesses and other organisations comprise a key demographic of the public sector, however all entities regardless of industry or sector may still be utilising fax or landline phones, which need to be replaced before the switch-off in order to maintain key operations. How the Public Sector Should Respond Given the lack of a national plan or central funding for the necessary infrastructure upgrades, responsibilities for welfare and safety will impact at a local level on councils, the NHS and healthcare services, social housing, fire services, and third sector organisations. If these upgrades do not get funded and planned in detail, then the technology and services detailed in this article could fail at a critical moment, putting vulnerable people at risk. Funding & Planning: Councils will need to work with hospitals, schools, and other public bodies, alongside Communication Providers (CPs), to share resources, overcome common problems, and model future costs. Protecting the Vulnerable: Ofcom has ruled the following: ‘If you are dependent on your landline phone – for example, if you don’t have a mobile phone or don’t have mobile signal at your home – your provider must offer you a solution to make sure you can contact the emergency services when a power cut occurs. For example, a mobile phone (if you have signal), or a battery back-up unit for your landline phone. This solution should be provided free of charge to people who are dependent on their landline.’ Continuity of Public Services: Understand how the PSTN supports the services offered in the local community, and work with local groups and advisory boards to ensure there are communication strategies and ways to share resources. Also, make it clear that migrated services must be tested and comply with current regulations. Infrastructure Development: Ensuring adequate internet infrastructure is a key responsibility of local councils. They need to work with internet service providers (ISPs) to enhance connectivity, particularly in rural and underserved areas, to support new IP-based communication systems. Awareness: Unlike the shift to digital TV, which was government-initiated, the phase-out of the PSTN is industry-driven because the network is privately owned. Consequently, it is unlikely that there will be a government-sponsored national campaign to spread awareness of these changes and the risks involved. It therefore falls to local authorities, in conjunction with CPs and local groups, to try and disseminate this information to their communities, and in particular to vulnerable people. How We Can Help Our Public Sector and PSTN teams can help local councils and other public bodies by providing strategy, financial planning, procurement, and project management services as and when you need them. Get in touch with Craig Cheney, Managing Partner and lead for Public & Education, to discuss a range of services which might suit your needs: ccheney@cambridgemc.com . Terminology PSTN: Public Switched Telephone Network - a complex network of copper wires, switching centres, and other infrastructure that has been the backbone of the UK's telephony network since Victorian times. VoIP: Voice Over Internet Protocol - a technology that allows people to make voice calls using an internet-based communications technology. By converting voice signals into digital data packets, VoIP can transmit conversations over broadband connections and across the internet. Digital Voice: refers to BT's specific VoIP service or more generally to any service that transmits voice over your broadband connection. Confusingly, VoIP, IP and Digital Voice are often used interchangeably. CP: Communication Provider - an organisation, either private or public, that offers telecommunications services or a mix of information, media, content, entertainment, and application services over networks. ISDN: Integrated Services Digital Network - a set of communication standards that allow for the digital transmission of voice, video, data and other services over the PSTN network. ADSL: Asymmetric Digital Subscriber Line - allows for high-speed data transmission over existing copper lines. ADSL is a type of digital subscriber line (DSL) technology that is typically provided from a telephone exchange enabling broadband internet access, video-on-demand, and LAN services. The service is asymmetric in that the broadband speed profile to the premise is higher than that from the premise. Maximum download speeds are in the order of 20Mbit/s (Megabits per second). VDSL: Very high speed Digital Subscriber Line - a form of DSL technology primarily delivered from street side cabinets delivering very high-speed data rates over existing copper lines. Often referred to as Fibre To The Cabinet (FTTC). VDSL is an asymmetric service, with superior performance when compared to ADSL technologies. Maximum download speeds are in the order of 80Mbit/s. FTTP: Fibre To The Premises - a fibre connection from a premises to a fibre exchange. Offers superior performance when compared to DSL technologies. Services can be symmetric or asymmetric. Maximum speeds are in the order of multiple Gbit/s (Gigabits per second). Useful Links A Councillors Guide to Project Gigabit: https://www.gov.uk/guidance/a-councillors-guide-to-project-gigabit https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information Gigabit Voucher Scheme Eligibility Checker: https://www.gov.uk/government/publications/gigabit-broadband-voucher-scheme-information Project Gigabit government webpage: https://www.gov.uk/guidance/project-gigabit-uk-gigabit-programme Virgin O2 guide to the Switchover: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20Virgin%20Digital%20Voice%20Switchover%20MP%20Guide.pdf Ofcom guide to moving your landline to digital: https://www.ofcom.org.uk/phones-telecoms-and-internet/advice-for-consumers/future-of-landline-calls#:~:text=If%20you%20don%27t%20have%20a%20broadband%20connection%2C%20your%20provider,take%20up%20a%20broadband%20service BT Guide: How the PSTN Switch Off will Affect my Business: https://business.bt.com/insights/what-is-ip-telephony-pstn-switch-off/ A guide to digital voice: https://www.damianhinds.com/sites/www.damianhinds.com/files/2023-10/23%2010%2030%20A%20guide%20to%20Digital%20Voice%20BT%27s%20new%20home%20phone%20service.pdf Telecare stakeholder action plan: https://www.gov.uk/government/publications/telecare-stakeholder-action-plan-analogue-to-digital-switchover Shared Rural Network: https://srn.org.uk/about/ Digital Poverty Alliance: https://digitalpovertyalliance.org/
by Phil Laws
•
19 December 2023
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by Darren Sheppard
•
4 December 2025
What is the Contract Lifecycle Management and Why does it Matter? The future success of your business depends on realising the value that’s captured in its contracts. From vendor agreements to employee documents, everywhere you look are commitments that need to be met for your business to succeed. The type of contract and the nature of goods or services it covers will determine what sort of management activities might be needed at each stage. How your company is organised will also determine which departments or individuals are responsible for what activities at each stage. Contract Lifecycle Management, from a buyer's perspective, is the process of defining and designing the actual activities needed in each stage for any specific contract, allocating ownership of the activities to individuals or groups, and monitoring the performance of those activities as the contract progresses through its lifecycle. The ultimate aim is to minimise surprises, ensure the contracted goods or services are delivered by the vendor in accordance with the contract, and realise the expected business benefits and value for money. The Problem of Redundant Spend in Contracts Despite the built-in imbalance of information favoring suppliers, companies still choose to oversee these vendors internally. However, many adopt a reactive, unstructured approach to supplier management and struggle to bridge the gap between contractual expectations and actual performance. Currently, where governance exists, it is often understaffed, with weak, missing, or poorly enforced processes. The focus is primarily on manual data collection, validation, and basic retrospective reporting of supplier performance, rather than on proactively managing risk, relationships, and overall performance. The amount of redundant spend in contracts can vary widely depending on the industry, the complexity of the contracts, and how rigorously they are managed. For further information on this, Cambridge MC’s case studies provide insights into typical ranges and common sources of redundant spend. As a general estimate, industry analysts often state that redundant spend can account for as much as 20% of total contract value. In some cases, especially in poorly managed contracts, this can be much higher. What is AI-driven Contract Management? Artificial Intelligence (AI) is redefining contract management, transforming a historically time-consuming and manual process into a streamlined, efficient, and intelligent operation. Traditionally, managing contracts required legal teams to navigate through extensive paperwork, drafting, reviewing, and monitoring agreements — a process prone to inefficiencies and human error. With the emergence of artificial intelligence, particularly generative AI and natural language processing (NLP), this area of operations is undergoing a paradigm shift. This step change is not without concerns however, as there are the inevitable risks of AI hallucinations, training data biases and the threat to jobs. AI-driven contract management solutions not only automate repetitive tasks but also uncover valuable insights locked up in contract data, improving compliance and reducing the risks that are often lost in reams paperwork and contract clauses. Put simply, AI can automate, analyse, and optimise every aspect of your contract lifecycle. From drafting and negotiation to approval, storage, and tracking, AI-powered platforms enhance precision and speed across these processes; in some cases reducing work that might take several days to minutes or hours. By discerning patterns and identifying key terms, conditions, and concepts within agreements, AI enables businesses to parse complex contracts with ease and efficiency. In theory, this empowers your legal and contract teams (rather than reducing them), allowing personnel to focus on high-level tasks such as strategy rather than minutiae. However, it is important to recognise that none of the solutions available in the marketplace today offer companies an integrated supplier management solution, combining a comprehensive software platform, capable of advanced analytics, with a managed service. Cambridge Management Consulting is one of only a few consultancies that offers fully integrated Contract Management as a Service (CMaaS). Benefits of Integrating AI into your Contract Lifecycle Management Cambridge MC’s Contract Management as a Service (CMaaS) 360-degree Visibility: Enable your business to gain 360-degree visibility into contracts and streamline the change management process. Real-time Data: Gain real-time performance data and granularly compare it against contractually obligated outcomes. More Control: Take control of your contracts and associated relationships with an integrated, centralised platform. Advanced meta data searches provide specific information on external risk elements, and qualitative and quantitative insights into performance. Reduces Costs: By automating manual processes, businesses can significantly reduce administrative costs associated with contract management. AI-based solutions eliminate inefficiencies in the contract lifecycle while minimising reliance on external legal counsel for routine tasks. Supplier Collaboration: Proactively drive supplier collaboration and take a data-driven approach towards managing relationships and governance process health. Enhanced Compliance: AI tools ensure that contracts adhere to internal policies and external regulations by flagging non-compliant clauses during the drafting or review stage. This proactive approach reduces the risk of costly disputes or penalties. Reduces Human Errors: In traditional contract management processes, human errors can lead to missed deadlines and hidden risks. AI-powered systems use natural language processing to identify inconsistencies or inaccuracies in contracts before they escalate into larger issues. Automates Repetitive Tasks: AI-powered tools automate time-consuming tasks such as drafting contracts, reviewing documents for errors, and extracting key terms. This frees up legal teams to focus on higher-value activities like strategic negotiations and risk assessment. We can accurately model and connect commercial information across end-to-end processes and execution systems. AI capabilities then derive and apply automated commercial intelligence (from thousands of commercial experts using those systems) to error-proof complex tasks such as searching for hidden contract risks, determining SLA calculations and performing invoice matching/approvals directly against best-in-class criteria. Contract management teams using AI tools reported an annual savings rate that is 37% higher than peers. Spending and tracking rebates, delivery terms and volume discounts can ensure that all of the savings negotiated in a sourcing cycle are based on our experience of managing complex contracts for a wide variety of customers. Our Contract Management as a Service, underpinned by AI software tooling, has already delivered tangible benefits and proven success. 8 Steps to Transition Your Organisation to AI Contract Management Implementing AI-driven contract management requires a thoughtful and structured approach to ensure seamless integration and long-term success. By following these key steps your organisation can avoid delays and costly setbacks. Step 1 Digitise Contracts and Centralise in the Cloud: Begin by converting all existing contracts into a digital format and storing them in a secure, centralised, cloud-based repository. This ensures contracts are accessible, organised, and easier to manage. A cloud-based system also facilitates real-time collaboration and allows AI to extract data from various file formats, such as PDFs and OCR-scanned images, with ease. Search for and retrieve contracts using a variety of advanced search features such as full text search, Boolean, regex, fuzzy, and more. Monitor upcoming renewal and expiration events with configurable alerts, notifications, and calendar entries. Streamline contract change management with robust version control and automatically refresh updated metadata and affected obligations. Step 2 Choose the Right AI-Powered Contract Management Software: Selecting the right software is a critical step in setting up your management system. Evaluate platforms based on their ability to meet your organisation’s unique contracting needs. Consider key factors such as data privacy and security, integration with existing systems, ease of implementation, and the accuracy of AI-generated outputs. A well-chosen platform will streamline workflows while ensuring compliance and scalability. Step 3 Understand How AI Analyses Contracts: To make the most of AI, it’s essential to understand how it processes contract data. AI systems use Natural Language Processing (NLP) to interpret and extract meaning from human-readable contract terms, while Machine Learning (ML) enables the system to continuously improve its accuracy through experience. These combined technologies allow AI to identify key clauses, conditions, and obligations, as well as extract critical data like dates, parties, and legal provisions. Training your team on these capabilities will help them to understand the system and diagnose inconsistencies. Step 4 Maintain Oversight and Validate AI Outputs: While AI can automate repetitive tasks and significantly reduce manual effort, human oversight is indispensable. Implement a thorough process for spot-checking AI-generated outputs to ensure accuracy, compliance, and alignment with organisational standards. Legal teams should review contracts processed by AI to verify the integrity of agreements and minimise risks. This collaborative approach between AI and human contract management expertise ensures confidence in the system. Step 5 Refine the Data Pool for Better Results: The quality of AI’s analysis depends heavily on the data it is trained on. Regularly refine and update your data pool by incorporating industry-relevant contract examples and removing errors or inconsistencies. A well-maintained data set enhances the precision of AI outputs, enabling the system to adapt to evolving business needs and legal standards. Step 6 Establish Frameworks for Ongoing AI Management: To ensure long-term success, set clear objectives and measurable goals for your AI contract management system. Define key performance indicators (KPIs) to track progress and prioritise features that align with your organisation’s specific requirements. Establish workflows and governance frameworks to guide the use of AI tools, ensuring consistency and accountability in contract management processes. Step 7 Train and Empower Your Teams: Equip your teams with the skills and knowledge they need to use AI tools effectively. Conduct hands-on training sessions to familiarise users with the platform’s features and functionalities. Create a feedback loop to gather insights from your team, allowing for continuous improvement of the system. Avoid change resistance by using change management methodologies, as this will foster trust in the technology and drive successful adoption. Step 8 Ensure Ethical and Secure Use of AI: Tools Promote transparency and integrity in the use of AI-driven contract management. Legal teams should have the ability to filter sensitive information, secure data within private cloud environments, and trace data back to its source when needed. By prioritising data security and ethical AI practices, organisations can build trust and mitigate potential risks. With the right tools, training, and oversight, AI can become a powerful ally in achieving operational excellence as well as reducing costs and risk. Overcoming the Technical & Human Challenges While the benefits are compelling, implementing AI in contract management comes with some unique challenges which need to be managed by your leadership and contract teams: Data Security Concerns: Uploading sensitive contracts to cloud-based platforms risks data breaches and phishing attacks. Integration Complexities: Incorporating AI tools into existing systems requires careful planning to avoid disruptions and downtime. Change Fatigue & Resistance: Training employees to use new technologies can be time-intensive and costly. There is a natural resistance to change, the dynamics of which are often overlooked and ignored, even though these risks are often a major cause of project failure. Reliance on Generic Models: Off-the-shelf AI models may not fully align with your needs without detailed customisation. To address these challenges, businesses should partner with experienced providers who specialise in delivering tailored AI-driven solutions for contract lifecycle management. Case Study 1: The CRM That Nobody Used A mid-sized company invests £50,000 in a cutting-edge Customer Relationship Management (CRM) system, hoping to streamline customer interactions, automate follow-ups, and boost sales performance. The leadership expects this software to increase efficiency and revenue. However, after six months: Sales teams continue using spreadsheets because they find the CRM complicated. Managers struggle to generate reports because the system wasn’t set up properly. Customer data is inconsistent, leading to missed opportunities. The Result: The software becomes an expensive shelf-ware — a wasted investment that adds no value because the employees never fully adopted it. Case Study 2: Using Contract Management Experts to Set Up, Customise and Provide Training If the previous company had invested in professional services alongside the software, the outcome would have been very different. A team of CMaaS experts would: Train employees to ensure adoption and confidence in using the system. Customise the software to fit business needs, eliminating frustrations. Provide ongoing support, so issues don’t lead to abandonment. Generate workflows and governance for upward communication and visibility of adherence. The Result: A fully customised CRM that significantly improves the Contract Management lifecycle, leading to: more efficient workflows, more time for the contract team to spend on higher value work, automated tasks and event notifications, and real-time analytics. With full utilisation and efficiency, the software delivers real ROI, making it a strategic investment instead of a sunk cost. Summary AI is reshaping the way organisations approach contract lifecycle management by automating processes, enhancing compliance, reducing risks, and improving visibility into contractual obligations. From data extraction to risk analysis, AI-powered tools are empowering legal teams with actionable insights while driving operational efficiency. However, successful implementation requires overcoming challenges such as data security concerns and integration complexities. By choosing the right solutions, tailored to their needs — and partnering with experts like Cambridge Management Consulting — businesses can overcome the challenges and unlock the full potential of AI-based contract management. A Summary of Key Benefits Manage the entire lifecycle of supplier management on a single integrated platform Stop value leakage: as much as 20% of Annual Contract Value (ACV) Reduce on-going governance and application support and maintenance expenses by up to 60% Deliver a higher level of service to your end-user community. Speed without compromise: accomplish more in less time with automation capabilities Smarter contracts allow you to leverage analytics while you negotiate Manage and reduce risk at every step of the contract lifecycle Up to 90% reduction in creating first drafts Reduction in CLM costs and extraction costs How we Can Help Cambridge Management Consulting stands at the forefront of delivering innovative AI-powered solutions for contract lifecycle management. With specialised teams in both AI and Contract Management, we are well-placed to design and manage your transition with minimal disruption to operations. We have already worked with many public and private organisations, during due diligence, deal negotiation, TSAs, and exit phases; rescuing millions in contract management issues. Use the contact form below to send your queries to Darren Sheppard , Senior Partner for Contract Management. Go to our Contract Management Service Page
by Scott Armstrong
•
26 November 2025
Nature means something different to everyone. For some, it is a dog-walk through the park; for others, it is hiking misty mountains in Scotland, swimming in turquoise waters, or exploring tropical forests in Costa Rica.
by Craig Cheney
•
25 November 2025
With the UK Budget being published tomorrow, councils are facing intense financial pressure. Rising demand for adult and children’s social care, homelessness services, and temporary accommodation has left little room for manoeuvre.
by Cambridge Management Consulting
•
20 November 2025
Press Release
by Scott Armstrong
•
17 November 2025
Non-commodity charges are driving UK energy costs higher. Discover what’s changing, why it matters, and the steps businesses should take to protect budgets | READ NOW
by Cambridge Management Consulting
•
10 November 2025
Over the last few decades, carbon offsetting has become a go-to strategy for businesses looking to demonstrate sustainability commitments and enhance their external credibility. Offsetting takes many forms, from tree planting and forest conservation to providing communities with clean cookstoves and renewable energy.
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