Staying ahead of the curve in a fierce market Our client, a renowned global services provider, approached Cambridge Management Consulting (Cambridge MC) with a critical mission: to benchmark their data connectivity services against industry best practices, identify growth opportunities, and develop an innovative growth strategy. Their objective was to stay ahead of the curve in a rapidly evolving market and solidify their position as a leader in data connectivity solutions globally. The Challenge The client faced significant challenges: Decline in Traditional Voice Services: As the market shifted towards IP-based solutions, traditional voice services were becoming less profitable. Revenue vs. Margin Dilemma: Although data connectivity services were growing in revenue, they yielded lower margins compared to voice services. This trend was impacting overall profitability negatively. Future-readiness of Existing Offerings: The client's current portfolio, while performing adequately, required evaluation to ensure alignment with modern standards and preparedness for future market demands. The client sought actionable insights to enhance their portfolio and capitalise on emerging market opportunities. Cambridge MC was tasked with: Diagnosing the data connectivity services business to benchmark against industry best practices Identifying and prioritising growth opportunities Developing a comprehensive growth strategy aimed at achieving revenue and margin targets Building a set of initiatives with detailed programs and supporting action plans to deliver the growth strategy Our Approach - Diagnostic Phase In the diagnostic phase, Cambridge MC applied its comprehensive Diagnostic Framework to assess the client's organisation across several key parameters: Portfolio Analysis: Evaluating the range and performance of existing products and services Go-to-Market Strategy: Reviewing current market entry strategies and sales approaches Systems & Processes: Assessing internal systems for efficiency and scalability Network Technologies: Analysing the technological infrastructure supporting data connectivity services Product Margins: Examining financial performance metrics for each product line. This involved: Conducting in-depth interviews with key team members Reviewing essential documentation, strategic plans, market reports, and financial statements Performing detailed market, customer, and competitor analysis Utilising Cambridge Subject Matter Experts (SMEs) to benchmark the client against industry Best-in-Class standards Our Approach - Growth Opportunity Phase In this phase, Cambridge MC facilitated: Co-Creation Workshops: Collaborative sessions with the client team to identify and prioritise potential growth opportunities Stress Testing: Rigorous financial analysis involving SMEs and customer feedback to validate identified opportunities Initiative Scoping: Detailed workshops to scope out, quantify, and agree on key initiatives necessary for realising growth opportunities. The culmination of this phase was the development of an agreed-upon growth strategy underpinned by robust financial projections and a detailed delivery plan. Outcomes & Results Through this structured approach, Cambridge MC successfully identified several key improvement areas resulting in: 1. Gross Margin A project ed 66% increase in gross margin. 2. Recurring Revenue An incremental annual recurring revenue of $90 million by year five. These results provided the client with a clear roadmap for enhanced profitability and sustained competitive advantage in the dynamic data connectivity market. 

Replacing microwave connectivity with fibre optic links to provide reliable internet during adverse weather as well as laying the foundations for a digital future In April 2023, the Turks and Caicos Telecommunications Commission (TCITC) completed a Request for Proposals for a study on the feasibility of a domestic submarine telecommunications cable system for the Turks & Caicos Islands (TCI). Originating from a 2016 Turks and Caicos Islands Government mandate to enhance inter-island communication, the initiative aimed to establish a national fibre ring, ensuring robust connectivity—especially during natural disasters—as well as facilitating a secondary international broadband link. In 2023, Cambridge Management Consulting Limited was awarded a contract to prepare the final Strategic Outline Business Case (SOBC), involving consultations and with local stakeholders. The Challenge T he primary objectives of the project include replacing the current microwave links with high-capacity fibre optic cables, ensuring resilient connectivity in adverse weather, offering low latency digital access to underserved TCI communities, and laying the groundwork for further digital investments. Subsea cables, being the internet's backbone, are crucial for island nations, offering superior capacity and latency compared to alternatives like satellite or microwave connections. High-speed internet is crucially important to economic growth across the islands. Tourism and local businesses require reliable and fast service to meet the growing needs of users. Hospitals, ports, and emergency services will also benefit greatly from new digital services—for example, 20% of patients in TCI already use remote doctor appointments. Our Approach The project started by analysing the telecommunications market in the Turks and Caicos Islands. As with many of the other Caribbean Islands, the market data is not readily available. Market information was gathered from a wide range of sources, including official statistics, third-party databases, market data sources, and by conducting meetings with the local stakeholders, including cruise lines, telecom operators and others. Our legal partner in the project, Baker Botts, also conducted a legal review of the regulatory framework, procurement framework, and government financing framework. Ensuring open access to the new subsea cable system and related facilities was emphasised in carrying out this legal review and recommendations from that review. Our technical partner in the project, Pelagian, conducted a desktop study, which is always the basis of any subsea cable system, assessing cable landings, environmental aspects, developing a cable route that would be used to perform marine survey activities and further into the project, the cable installation. This was done by following recommendations from the International Cable Protection Committee to ensure the quality of the study. After the reviews and studies, we created a financial plan for the cable system, including estimated investments, profit and loss calculations, cashflow analysis, and balance sheets. This was followed by writing a Strategic Outline Business Case report, which was based on the UK Government’s Green Book guidelines. The Team Our Senior Partner for Subsea, Aki Uljas, led our contribution to the project, providing his subsea expertise and understanding of government-led projects, based on his previous work—including work with the Finnish Government-owned company Cinia, which he has been advising for the Baltic Sea and Arctic cable projects. Julian Rawle has two decades of experience in the subsea and telecommunications industry, specialising in market analysis, market forecasts and due diligence work. The Cambridge MC team worked alongside the Turks & Caicos Islands Telecommunications Commission (TCITC), specifically with Kenva Williams, Director General, to ensure an effective outcome that benefits all TCI citizens. Outcomes & Results After we completed the Strategic Outline Business Case report, we presented it to the Turks and Caicos Islands Cabinet and the UK Governor of the Turks and Caicos Islands. 1. Strategic Outline Business Report The Strategic Outline Business Case report was delivered in Autumn 2023. Cambridge MC presented the business case to the Cabinet in December 2023, after which the Cabinet approved the project to move forward. 2. Procurement Package Cambridge MC and Pelagian started to work on the Procurement Package and the upcoming tender process in April 2024, after budget allocation for the project was completed. 3. Cable System Extensions We also identified a few possible new international cable systems passing close to the Turks and Caicos Islands, which could have the potential to be extended into the islands: Several potential planned cable systems were identified Cambridge MC reached out to these parties and facilitated discussion and negotiations on behalf of the Turks and Caicos Telecommunications Commission Cambridge MC revised the Strategic Outline Business Case to also include these potential new cable systems to be connected to the islands. 

Analysing the business to provide recommendations and enhancements The satellite industry is going through an intense period of transformation at every level of the value chain. The status quo within the satellite communications industry has been largely unchanged and unchallenged since its inception over 60 years ago. This is all about to significantly change, and it will force many established businesses to look afresh at how they operate. Many will adapt but many will fail. The two key factors driving this transformation are a) the emergence of Non-Geostationary Satellite Operators (NGSO) and b) the technology drive to digitisation, standardisation, and virtualisation. New market entrants such as Starlink are hugely disruptive and have contributed to a 77% reduction in satellite capacity pricing over the last 5 years. Other new entrants will soon emerge, creating further disruption to the norm and downward price pressure. The Challenge A leading satellite communications service provider had already anticipated this market shift and transformation, but wanted to undertake a brief study to validate their assumptions and to review their Go-To-Market strategy. Spanning operations in the US and Europe, Steve Tunnicliffe was tasked with undertaking this strategic business review that included: Stakeholder Mapping and Engagement Corporate Governance Review Change Management and Communication Revenue Review Performance Management Review Our Approach Steve provided critical insights and enabling methodologies to support the service provider in anticipating where to invest next and what resources to align where. Steve also identified areas of weakness within the company’s corporate governance and identified where changes needed to be made to ensure the service provider seized the opportunity for its next phase of growth. He was able to engage key stakeholders in the identification of business issues and make recommendations on how and what to implement from a change management perspective. His experience in leading a global sales organisation and strategy for a leading player within the satellite industry helped provide critical insights to empower the service provider to achieve its stated objectives. Out comes & Results 1. Go-to-Market Strategy The client refocused its efforts on Defence and Government, which accounted for over 50% of its business but an event greater percentage of its profit. 2. Corporate Governance The client put in place a charter and clear definitions around the role of the Board of Directors and the Executive Management Team defining what matters were reserved for each. 3. Efficiency All of this provided not only the necessary clarity but an efficient plan to implement.

Well Intended Guidance Leaves more Questions than Answers The UK Government Digital Services – part of the Department for Science, Innovation and Technology – has recently published guidance for how the public sector should adopt a multi-region approach to cloud technology. At first sight this appears encouraging. Any unnecessary constraints on hosting arrangements (or any other non-functional requirements) reduce the available market of providers, constrain competition, and therefore inevitably reduce value for money. If parts of Government, whether central, regional or local, have felt that everything must be hosted in the UK then it makes sense to produce guidance that clarifies this perception and helps to open their options up. But for guidance to be useful it should guide. It should make it easier for people to take actions that they previously would have discounted. The guidance in this case, which at 1420 words is almost as short as this article, probably leaves the reader with more questions than answers. It may reveal some unknowns, but without increasing certainty. The Guidance in a Nutshell A summary of the guidance is as follows: Look wider than UK: Many cloud solutions may not offer UK hosting, particularly new innovative solutions that haven’t scaled up yet. Irrespective, their staff are likely to be distributed around the world if the service is supported 24/7. There may also be other benefits in looking wider than UK hosting, such as enabling better business continuity and disaster recovery options if the vendor only has one UK site. Get legal advice: Before you even consider a non-UK option you need to seek advice from your own legal advisors and your Data Protection Officer (DPO). Ensure compliance with ICO guidance: Before you even consider a non-UK option you need to check and make sure that any international transfer of personal data will be compliant with the Information Commissioner’s Office (ICO) guidance, and you should get further guidance from your own legal advice and DPO. Do a full review of vendor security: Before you even consider a non-UK option you need to make sure the vendor and solution are compliant with your own security policies. In a nutshell, it says: 'you should consider options outside of the UK but only if you have checked everything is legal and secure'. This seems to be verging on a statement of the obvious; the real difficulty in going offshore is covering all of the legal, regulatory and security compliance aspects. Adequacy is a Moment in Time On point 3, the guidance points out data protection compliance is easier if the country in question is considered by the ICO to be adequate – having equivalent regulations for data protection to the UK. Sound advice. But even this is not that simple. For instance, the USA is not considered adequate unless it is under an extension of the EU-US Data Privacy Framework. This framework is dependent on an Executive Order that the Biden administration put in place, and it is entirely possible that it will be revoked by the current administration. If such an action was taken, or if for any other reason the EU decides that adequacy is no longer met (also not unlikely given Herr Schrems has achieved this twice already and has stated he plans to challenge the DPF), then the vendor will no longer be considered compliant. Consideration is Far Wider than Residency Security is far wider than data residency though. This is where point 4 both states the obvious and understates the complexity. Managing risk in the supply chain is inherently difficult. Cloud providers, and particularly SaaS solutions, aggravate this challenge by an order of magnitude. By their nature they are solutions designed for a broad and varied range of customers. This means they will always involve compromise. If they tried to meet the most demanding requirements, they would price themselves out of the scale marketplace. If they went for the lowest common denominator, they would be unable to meet the requirements of the majority. An individual customer can rarely dictate a specific security requirement for themselves. They are also highly opaque. The vendor presents their service as a black box. The features delivered to the customer are defined, but much of the underlying design and the means the vendor uses to manage it in operation are hidden. This makes assessing the risk far more of a judgement call than when the design and delivery is conducted under your control. Depending on the supplier, and the leverage that the customer has over them, it may be possible to get some information and assurances; but the right questions need to be asked, and the answers need to be interpreted correctly. Third party certifications and audits, such as the ISO27000 series of standards or the SOC1, SOC2 and SOC3 reports, can also provide some additional assurances. But only the customer will be able to decide the extent to which they can mitigate the risk, and the confidence they have in the supplier to manage their own. This is a business decision informed by the specifics and nuances of the risks being considered. Summary It is important to minimise the non-functional requirements and keep an open mind about potential solutions and vendors. This includes looking wider than just the UK when national security requirements are not paramount. But this is not something that can be distilled onto a single sheet of A4 in any meaningful way. Yes, there are legal and regulatory issues that need to be reviewed. And geopolitical risk needs to be factored in, considering how you would respond to future external changes that are outside of the UK’s control. But from experience, the greatest challenge is getting comfortable that the vendor’s organisation and their solution have adequate security – this applies equally whether the solution is hosted in the UK or overseas. The SaaS world is opaque, and balances priorities across a broad and varied customer base. The public sector needs to increase its adoption of cloud and SaaS solutions to remain efficient and relevant, in the same way that the private sector has had to. But the route to responsible adoption is more nuanced, requiring candid conversations with suppliers, and ultimately an informed but subjective judgement by the customer’s leadership. Sources/Links: DSIT Guidance for Multi-region cloud and software-as-a-service ↩︎ ICO Guide to International Transfers ↩︎ Executive Order (E.O.)14086 of October 7, 2022, on Enhancing Safeguards for United States Signals Intelligence Activities ↩︎ Note: This article originally appeared on Tom Burton's personal blog at https://digility.net/insights/

In my discussions with building owners and occupiers about property technology, the conversation often centres on leveraging new technologies and existing data to enhance compliance, reduce costs and carbon emissions, and improve workplace experience. Many people in the property sector share a common concern around the quality of data currently held on their buildings. This gap in record-keeping could pose significant challenges as the UK's Public Switched Telephone Network (PSTN) is retired in early 2027.  PSTN is the analogue telephone network that carries voice and data over copper wires. This legacy infrastructure is becoming increasingly costly and difficult to maintain, and it is unable to handle the data demands of modern telecommunications. As a result, BT and other UK phone companies intend to withdraw PSTN services by the end of January 2027. Although records may not show it, many buildings rely on PSTN lines for critical services such as lift emergency calls, fire alarms, security systems, door entry monitoring and building management systems. Once PSTN is decommissioned, these services will cease to function without warning, potentially leading to safety compliance and security risks. To mitigate these risks, building owners should proactively assess their exposure before PSTN services are discontinued. Identifying and replacing existing PSTN connections with future-proofed, and potentially more cost-effective, digital solutions is essential for business continuity. Building occupiers should also seek assurances from their landlords regarding these transitions. At the Connected Britain Conference last year, the Minister of State for Data Protection and Telecoms, Sir Chris Bryant MP, highlighted the vital importance of digital infrastructure and cited the PSTN switch-off as a significant concern. BT recommends that its business customers act before the end of 2025. The transition to digital alternatives including testing and commissioning could take 6-9 months. A critical first step is to carry out an audit to identify systems that rely on PSTN. This audit should identify all devices connected to the PSTN, their locations, their functions, and upgrade options. I have been urging property owners and operators to develop and implement a programme of discovery and rectification as a priority. Without early and rigorous planning, the risks to safety, business continuity, and occupier experience are high. Also, as the switch-off date approaches, the costs of this work are very likely to increase significantly. Cambridge Management Consulting has a team of PSTN experts, who can identify existing PSTN-based systems, procure replacement solutions and migrate your services, as well as identifying and implementing cost reduction strategies that become possible through the transition to digital solutions. We can also ensure your organisation avoids the risks to compliance, security and occupier experience when PSTN services are withdrawn as well as reaping the long-term benefits of going digital.

Press Release: 18/12/2024, London – Cambridge Management Consulting (Cambridge MC), a global management consulting firm known for its expertise in telecommunications, and the Trustmarque Group (Trustmarque), a technology solutions provider with deep expertise in Public Sector expertise, have announced a strategic partnership to support local government authorities across the UK to manage the transition from the Public Switched Telephone Network (PSTN) to digital communications, ensuring a smooth and efficient switchover by January 2027. Trustmarque’s Public Sector division was recently named Public Sector Partner of the Year by CRN. They work with local authorities across the country, and will now work closely with Cambridge MC to offer a turnkey PSTN upgrade solution, ensuring that they are ready for the switchover. Through this partnership, Cambridge MC and Trustmarque will augment each other’s technological expertise to provide a complete service wrap for their current and future customers. Specifically, Cambridge MC will bring their consulting success and understanding of the public sector and its unique challenges concerned with the PSTN Switch Off. Trustmarque will bring their deep understanding of the digital solutions required to address the PSTN challenges. Together, this collaboration will provide customers with a holistic strategy toward this transition, including advice, resources and hands-on experience. Commenting on the news, Simon Williams, Chief Executive Officer at the Trustmarque Group said: “I am delighted to announce the collaboration agreement between Cambridge MC and the Trustmarque Group. Together we are committed to empowering local authorities to embrace this transformation with confidence and ensure uninterrupted service delivery to their communities. Cambridge MC’s consultants bring with them decades of telephony expertise.” Tim Passingham, Founder and Chairman of Cambridge Management Consulting, added: “I am very excited to be working with Trustmarque to ensure a seamless transition following the PSTN Switch Off. The switch to digital communications requires expert oversight, and Trustmarque’s technological expertise makes it well equipped to support this move.” Craig Cheney, former Deputy Mayor of Bristol and Managing Partner at Cambridge Management Consulting, said: "The PSTN shutdown presents huge risks to local authorities, universities, the NHS and across the public sector. Making sure you have the right strategy to get the right solutions into the right places at the right time is urgent and vital and could have ramifications across life and limb services as well as implications for traffic control, smoke and fire alarms and much more." What is the PSTN Switch Off? By the end of January 2027, Openreach will undertake a significant transformation in communications by closing the Public Switched Telephone Network (PSTN). Consequently, any PSTN-based products currently utilised by your business will require modification. The PSTN infrastructure supports not only traditional landlines but also voice services. Additionally, widely available broadband services, including fibre-to-the-cabinet (FTTC) and standard broadband (ADSL), are dependent on the PSTN. Craig Cheney , Managing Partner for Public Sector & Education, recently discussed the implications of the the PSTN switch-off will impact the public sector. About Cambridge Management Consulting Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the start-up community, Cambridge MC has grown to over 200 consultants working on projects in 22 countries. Our capabilities focus on supporting the private and public sector with their people, process and digital technology challenges. What makes Cambridge Management Consulting unique is that it doesn’t employ consultants—only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. Our team strives to have a highly positive impact on all the organisations they serve. We are confident there is no business or enterprise that we cannot help transform for the better. Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Tel Aviv, Singapore and Helsinki, with further expansion planned in the near future. For more information, visit cambridgemc.com . About Trustmarque Trustmarque is a leading provider of technology solutions, helping organisations across sectors optimise their IT infrastructure and achieve digital transformation. With decades of expertise and a commitment to customer success, Trustmarque delivers solutions that drive efficiency, security, and growth. For more information visit their website: trustmarque.com

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/

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.