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.

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.

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.

"Is it Snowing in Space?!" “Is it snowing in space?!” Asks a disgruntled Bill Murray in the film Groundhog Day when he is told that he cannot call out from the snowbound town of Punxsutawney, Pennsylvania. If there is a remake, Bill might not have to worry: signal dead zones may soon be a thing of the past due to recent advancements in satellite technology. Whereas the old picture of satellite communications was a scientist in the wilderness with a big clunky antenna, these days the technological payload is all in space. Recent advancements such as Low Earth Orbit (LEO) satellites, advanced beamforming, and the use of mobile spectrum bands means that any phone supporting 4G LTE can potentially receive satellite data directly. This integration of satellite and terrestrial networks is set to reshape the mobile industry, creating both opportunities and challenges for traditional mobile network operators (MNOs) and mobile virtual network operators (MVNOs). In this article we give an overview of the technological advancements, the major players in the market, and then consider the effects this will have on traditional wholesale mobile market structures; concluding with the emerging opportunities for new revenue and growth. The Evolution of Satellite Connectivity Historically, satellite communications operated independently from terrestrial networks, serving specialised markets with limited scalability and high entry barriers. However, recent advancements, particularly in Low Earth Orbit (LEO) satellite technology, have dramatically altered this scenario. The most well-known example is obviously SpaceX, which has played a pivotal role in democratising space: reducing barriers to entry and making satellite connectivity more scalable, performant, and accessible. SpaceX and other companies have found innovative ways to dramatically reduce costs. Since Sputnik 1 in 1957, launching payloads into space has been prohibitively expensive, with costs exceeding $100,000 per kilogram in the 1960s and averaging $16,000/kg for heavy payloads from 1970 to 2010. SpaceX’s innovations have brought these costs down through reusable rockets, vertical integration, economies of scale, and advancements in materials and manufacturing processes: leading to price points as low as $100 per kilogram in recent years. However, cost is just one of the barriers. The real gambit has been provided by Low Earth Orbit (LEO) satellites, which typically orbit at altitudes ranging from approximately 160 to 2,000 km and offer low-latency, high-speed connectivity — making them ideal for real-time applications and direct-to-device communications. The latest generation of technologies now enable LTE mobile phones to connect directly to satellites without specialised hardware, marking a significant milestone in mobile communications. The Major Satellite-to-Cell Players While SpaceX's Starlink has garnered the most attention, several other major companies are actively developing satellite-to-cell technologies and forming strategic partnerships with terrestrial mobile operators. As of April 2024, Starlink had established 15 partnerships with mobile carriers globally — including T-Mobile in the US. T-Mobile has structured its beta program to begin with text messaging capabilities, gradually expanding to include picture messages, data connectivity, and eventually voice calls. As of February 2025, it is reported that 7,086 Starlink satellites are in orbit, with 7,052 being operational. AST SpaceMobile has emerged as a significant innovator, achieving a historic milestone in April 2023 with the first-ever two-way voice call directly with an unmodified smartphone, via their BlueWalker 3 satellite. AST SpaceMobile launched its first five commercial satellites, the BlueBird 1-5 mission, on September 12, 2024, aboard a SpaceX Falcon 9 rocket. Lynk Global represents another significant player. In a recent expense report, it revealed that each satellite costs around $400,000 to build and up to $815,000 to launch into space. They hope to have up to 1000 satellites (for full continuous broadband coverage) in orbit by 2025 and 32 mobile network operator (MNO) partnerships by the end of 2025. The company has successfully demonstrated text messaging capabilities from satellites to standard cellular devices and continues to expand its constellation and service offerings. Huawei has partnered with China Telecom to demonstrate satellite-to-phone messaging capabilities, while Apple has worked with Globalstar to implement emergency satellite messaging features in recent iPhone models. Implications for Traditional Wholesale Mobile Market Structures Traditionally, the wholesale mobile market has been structured around MNOs, MVNOs, and wholesale aggregators. Revenue streams have typically included MVNO wholesale pricing, and IoT and machine-to-machine (M2M) solutions. However, the rise of satellite-to-cell technology poses potential threats to this established model. Disintermediation of MNOs and MVNOs Satellite-to-cell connectivity introduces the potential for disintermediation, where control traditionally held by MNOs could become fragmented across multiple parties in the value chain. As satellite providers increasingly offer direct-to-device services, traditional operators risk losing their central role in network management and customer relationships. Pricing Pressure on Wholesale Markets The increased availability and competition from satellite connectivity providers could exert downward pressure on wholesale pricing. As satellite services become more affordable and accessible, traditional wholesale providers may face challenges in maintaining their pricing structures and profitability. Competitive Pressure in IoT and Enterprise Applications Satellite connectivity is particularly well-suited for IoT and enterprise applications, especially in remote or challenging environments. As satellite-to-cell technology matures, traditional wholesale providers may face intensified competition in these segments, necessitating strategic adjustments to remain competitive. Emerging Opportunities in Satellite-to-Cell Connectivity Despite these challenges, the integration of satellite connectivity into mobile networks also presents substantial opportunities for innovation and growth. Forward-thinking operators can leverage satellite-to-cell technology to develop new business models and revenue streams. Hybrid Terrestrial-Satellite Subscription Models Providing Ubiquitous Connectivity Operators can offer hybrid subscription plans that seamlessly integrate terrestrial and satellite connectivity. Such models provide customers with uninterrupted coverage, enhancing user experience and creating differentiated service offerings. Wholesale Satellite Resale for MVNOs Satellite-to-cell technology opens new avenues for MVNOs to expand their service portfolios. By reselling satellite connectivity, MVNOs can offer enhanced coverage and reliability, particularly in underserved or remote regions, thereby attracting new customer segments. IoT and Enterprise-Focused Applications Satellite connectivity is a natural fit for IoT and enterprise applications, such as remote monitoring, asset tracking, and industrial automation. Mobile operators can forge strategic partnerships with satellite providers to deliver specialised solutions for these markets, tapping into new revenue opportunities. Emergency-Only and Disaster Recovery Plans Satellite-to-cell technology can play a crucial role in emergency and disaster recovery scenarios, providing a reliable backup to terrestrial networks when they are unavailable or overwhelmed. Operators can develop emergency-only plans that leverage satellite connectivity to ensure critical communications during crises. Conclusion Satellite-to-cell technology represents a convergence of space and terrestrial communications systems that promises to fundamentally alter global connectivity markets and players. The dramatic reduction in launch costs by a factor of 20 has enabled the deployment of massive satellite constellations that were previously economically unfeasible. The competitive landscape continues to evolve rapidly, with SpaceX, AST SpaceMobile, and Lynk, and traditional telecommunications companies all pursuing various technological approaches and business models. Commercial text messaging services are already becoming available through beta programs, with video calling capabilities demonstrated and voice calls progressing toward wider availability. The integration of 5G standards with satellite networks continues to advance through collaborative industry initiatives, with projections of a $50 billion market by 2032. As this technology continues to mature throughout 2025 and beyond, it promises to eliminate mobile dead zones and create new application possibilities that were previously unimaginable. The future of mobile communications is undoubtably hybrid: blending terrestrial and non-terrestrial networks into seamless connectivity solutions that follow users wherever they go. This has wide reaching implications for connectivity in remote and isolated regions, and offers perhaps the fastest and most cost-efficient route to bridging the digital divide. It will also transform how we respond in disaster zones and hazardous areas — increasing the ability to protect and save lives with faster and safer humanitarian and emergency services.

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.