Charities we are Proud to Support Every year, the festive period provides a time to reflect on the previous year, its milestones, and achievements. A time to spend time with loved ones and connect with your community, the end of the year brings plenty of opportunities to think about others and what you can do to support those around you. As such, we at Cambridge Management Consulting want to take a moment to bring attention to some fantastic and transformative charities which are very close to our company values, as well as those within our network who have given up their time and efforts this year to support philanthropic causes. At Cambridge Management Consulting, we resolve to give back to society as much as we can, by donating up to 1% of our profits to charitable causes – this year, we exceeded this, donating roughly 1.25%. Below details some of the organisations we were proud to support in 2024. British Exploring Society Established in 1932, British Exploring Society (BES) is an equal-opportunities charity devoted to ensuring that all young people are ‘able to contribute confidently in the world’ by organising, fundraising, and leading expeditions across the globe. Combining their threefold values of adventure, knowledge, and personal development, BES works to establish the skills and support each young person will need to take part in an expedition, providing them with the appropriate training, knowledge, and ideas, and sending them on an adventure that promotes experience, diversity, and confidence. In September, a team of enthusiastic individuals from Cambridge Management Consulting took part in a charity walk to raise money for BES. Together with Richard Walton, Chairman, David Tilston, Trustee and Treasurer, and Sarah Greasley, Trustee, we completed 25km between Eastbourne and Alfriston, to raise funds and awareness for the incredible opportunities they provide. In total, the team raised over £18,300, contributing to fantastic initiatives, such as an expedition currently taking place in Wildestan, Antarctica. Find out more about British Exploring Society and get involved: https://www.britishexploring.org/ The College of Sanctuary, Support by the Cara Fellowship Programme As well as organising and taking part in this brilliant charity walk, we were also proud to support British Exploring Society by sponsoring them at Cambridge Tech Week’s Deep Tech Dinner, alongside another charity close to our company values, The College of Sanctuary. Supported by the Cara Fellowship Programme, The College of Sanctuary is a rescue mission for academics in immediate danger. Standing for Council for At-Risk Academics, Cara supports individuals to continue their work in safety, whether through regional programmes to protect them in their home countries, and those in exile nearby, or collaborating with higher education institutions whose research is threatened by these risks to human life. Find out more about Cara and the Fellowship Programme: https://www.cara.ngo/what-we-do/caras-fellowship-programme Sands Established over 40 years ago by bereaved parents, Sands (originally an acronym for the Stillbirth and Neonatal Death Society but now simply referred to as Sands) is a non-profit organisation devoted to improving the care and support for anyone affected by the loss of a baby, and ultimately working to decrease the number of those who experience it. Sands launched the 9 Bereavement Care Standards as part of the National Bereavement Care Pathway during Baby Loss Awareness Week in 2018. Produced as a result of stories and testimonials told by parents affected by pregnancy loss or the death of a baby, these standards are comprised of 9 different protocols and expectations , and provide a concise and comprehensive guide for how each NHS trust should support a parent or family during and after the loss of an infant. Considering how important, and often urgent, the Bereavement Care Standards are to improving the wellbeing of bereaved families, healthcare professionals previously reported struggling to find them readily available, thus stunting their ability to provide the proper care imminently and effectively. Subsequently, Cambridge MC’s marketing and IT experts have, pro bono, produced a new website specifically for the National Bereavement Care Pathway and the 9 Standards, to make their implementation in UK-wide hospitals as easy and seamless as possible. Find out more about Sands and get involved: https://www.sands.org.uk/ The Carers Network David Lewis , Managing Partner for Digital & Innovation, is a trustee of the Carers Network, an independent charity which supports unpaid carers in some of the most isolated and deprived pockets of the City of Westminster, the London Borough of Hammersmith and Fulham, and the Royal Borough of Kensington and Chelsea. The Carers Network’s vision is that every unpaid carer has recognition in their work and is able to lead a healthy, fulfilling life with control over their caring role. Unfortunately, this is rarely the case in a society that fails to recognise or reward the vital work carrier out by carers – leaving them feeling isolated, overwhelmed, and often in economic ruin. Carers Network was established in early 1991 following two public meetings with carers and professionals. Today, Carers Network continues to innovate and expand its services, thanks to the dedication of its staff and trustees, volunteers, and generous funders. Find out more about the Carers Network and get involved: https://www.carers-network.org.uk/ The Peter Bibby Award The Peter Bibby Award is an annual event which selects a number of promising young cricket players in the Eastbourne area and provides bursary funding to place them at Eastbourne College where they benefit from world-class facilities and coaching. This award has been truly transformative for many young people , and has already established several sporting careers. In July, a team from Cambridge Management Consulting supported the Peter Bibby Award by playing in and helping out at their annual golf fundraiser at the Royal Eastbourne. Find out more about the Peter Bibby Award: https://linke.to/Peter-Bibby-Award Surf For Life Surf For Life is a global non-profit whose mission is to provide a cross-cultural experience between travellers and communities within the developing world. They aim to create a more sustainable future by sponsoring high-impact projects in underserved communities, collaborating with in-country partners and community members to develop and deliver projects that will alleviate a pressing need or concern in the local area. These projects are aimed at improving educational opportunities, healthcare, and economic development. This year, Cambridge Management Consulting made a donation to Surf For Life to support these fantastic initiatives, and make a difference to international communities. Find out more about Surf for Life and and get involved: https://www.surfforlife.org/ Period Friendly Places Period Friendly Places is a charity which aims to eradicate period poverty across towns and cities. Founded in Bristol, their mission is to provide free sanitary and period products for women and girls, as well as to end stigma and provide education to enable all people to talk freely about periods and period poverty. This year, Period Friendly Places raised over $45k and distributed tens of thousands of products across the city to the most disadvantaged people and places in the city. Craig Cheney , Managing Partner for Public Sector and Education, founded Period Friendly Places in 2019 and was Chairman until April this year, when he stood down but stayed on as a trustee. Find out more about Period Friendly Places and get involved: https://www.periodfriendlyplaces.org/ Cancer Research UK In August, Holly Ashworth, Office Manager, completed two days of volunteering at her local Cancer Research charity shop in Billericay, which she chose as an organisation which has “touched the hearts of many people around the world – especially families”. During this time, Holly was responsible for much of the behind-the-scenes work, including sorting donations, supporting the shop floor, dressing windows, and making sure the stock on display was plentiful and varied. Holly described the experience volunteering for Cancer Research as “heartwarming”, and enjoyed the opportunity to “meet different people from different walks of life”, alongside giving back to a cause which has had “such a personal effect on so many people”. Find out more about Cancer Research UK and get involved: https://linke.to/Cancer-Research-UK Our New Years’ Resolutions At Cambridge Management Consulting, our biggest incentive is the ability to give back and bring awareness to the invaluable work completed by charitable organisations. 2024 was a very productive year for this goal, and we took as multiple many opportunities as possible to support our beloved causes. In 2025, our New Years’ Resolution, as always, is to continue this goal, and to further endorse the life-changing work achieved by these foundations.

Mawdsleys signs a long-term agreement to use edenseven’s market-leading carbon reporting and management platform, cero.earth, to monitor all emissions and programmes of work to reach net zero 23/10/2024 – Mawdsleys is the UK’s largest independent pharmaceutical distributor. Established nearly 200 years ago, they have a fast-growing international network supplying medicines to meet patient needs and providing a route to market for manufacturers. Mawdsleys has signed a long term agreement with edenseven to use their carbon accounting and management platform, cero.earth. Built by edenseven, one of the Cambridge Management Consulting group of companies, cero.earth is a cloud-based carbon accounting and management platform that provides businesses with a complete view of their emissions and decarbonisation plan. Using a dynamic view of all three emissions scopes, cero.earth provides a clear understanding of the current position against net zero targets and allows for the proactive monitoring of both current and planned projects. With a need to monitor and decarbonise operations at pace, Mawdsleys will leverage cero.earth to assess their current sustainability targets and produce a dynamic delivery plan to eradicate emissions permanently from their supply chain. Pete Nisbet, Managing Partner of edenseven, said: “We continue to evolve cero.earth to make sure we are providing our customers with the tools to dynamically monitor their decarbonisation programmes in a clear and practical manner. We are very excited to be working with Mawdsleys and are certain that, by embedding cero.earth into their net zero deliver plan, we can collectively make significant quantifiable environmental and financial gains.” William Sanders, CEO of Mawdsleys, commented; “Mawdsleys are leading the way in our sector, working towards net zero. Investment into thousands of solar panels and cutting edge battery storage technology, as well as operating electric vehicles, up to and including an HGV, makes edenseven the perfect partner to assist monitoring our decarbonisation plans. Mawdsleys are a key part of the healthcare system, delivering critical medicines to hospitals every day, so utilising cero.earth will help us maintain and enhance our position in the NHS Evergreen benchmarking assessment.” About edenseven edenseven is a sustainability consultancy and technology provider, who use data and market experience to enable companies and their supply chains to play their part in tackling climate change while achieving sustainable growth. edenseven uses the combined power of data, advanced analytics, and pragmatic project management to help companies baseline their current status, identify improvement opportunities in the short, medium, and long terms, and plan and implement those opportunities. For more information, visit their website: www.edenseven.co.uk About Mawdsleys Mawdsleys, founded in 1825, is the UK’s largest independent pharmaceutical wholesaler. They supply both licensed and unlicensed medicines globally, partnering with healthcare providers to ensure timely delivery. With a strong international presence, they offer services like logistics, over-labelling, and third-party logistics.

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

Peter Drucker wrote in his book The Practice of Management (1954) that ‘it is the customer who determines what a business is’. This sentiment still firmly holds true today, as consumers increasingly expect personalised shopping experiences from aspirational businesses that desire to have a positive impact on the community, country, or world in some way. Across this series of articles, Daniel Fitzsimmons explores the role of customer-centricity as a mechanism to support the delivery of superior customer experience and business profitability. In the first article of the series, Daniel explains the concept and mindset of aligning a business to the customer as opposed to the product, and initial ways that this can be internalised throughout the wider organisation. What Makes a Customer-Centric Organisation? Customer-centricity stands in contrast to product-centric business, providing an interesting juxtaposition when discussing the delivery of business value and customer satisfaction: Typic ally, a product-centric company focusses on, as the phrase suggests, a product and its features, and attempts to sell this product to as many customers as possible. Thus, the business selling this product is organised around product management, with resources allocated to the delivery of a superior product. On the other hand, a customer-centric organisation implies the creation of business structures and systems which are aligned to the development and delivery of superior customer value. A customer-centric business attempts to understand the needs of its customers, and designs solutions around these needs. Customer-centricity is gradually becoming a more appealing means of securing new and future business, concurrent with the greater demand on businesses to prioritise the expectations of their customers, who are becoming increasingly willing to pay more for solutions which align to their beliefs. However, the route to internalising this customer-centricity to the core of a business strategy requires significant investment, and often an evolution of pre-existing systems and the organisation’s process landscape, culture, and financial metrics (Shah et al 2012). In other words, becoming a customer-centric organisation requires a total reimagining of the organisation’s structure and, critically, its identity. Failure to define and adhere to an ‘identity’ that aligns with the target market, and to incorporate this strategic direction into everyday business operations can lead to a gap between strategy and execution (Leinwand et al, 2015). Payne and Frow (2005) identified five processes that a company can leverage to become customer-centric: a) The strategy-development process which includes not only a business strategy, but also a customer strategy. b) The dual value creation process that is at the heart of the exchange process. c) The multichannel integration process that encompasses all the customer touch points. d) The information-management process that encompasses all of the customer touch points. e) The information-management process which includes the data collection and data analysis functions. f) And the performance-assessment process that ties the company’s actions to company performance. Each of these processes requires a cross-functional coordinating mechanism to be successful, and are reliant upon data acquisition and transformation. Data Democratisation Despite being considered a strategic asset, most of the data that companies generate today remains unused due to limited access and insufficient funds. As such, the democratisation of data can function as an enabling mechanism to achieve increased customer-centricity and foster long-term customer engagement (Zeng and Glaister 2018). Data democratisation initiatives empower and encourage employees to use data to extract business value. Data democratisation can be enabled through provision of the following: Increased accessibility for all business associates Self-service analytics tools and dashboards Data and analytics training Cross functional collaboration mechanisms Promoting a data driven decision-making culture Furthermore, a commitment from leadership to create the systems and mechanisms required to allow easy access to data sources is critical to the operationalisation of data democracy. For example, within the auto industry, it is typical to have 2,000+ applications on multiple platforms and, as such, data can become siloed – owned by subject matter experts or product managers. To address siloed information pools, organisations can consider the creation of data lakes and data lake houses to support ease of access and support user interaction (Porter, M and Heppelmann, E. 2015). The adoption of data democratisation can be further improved by the development of a data enablement team, as well as providing the governance and security mechanisms required to achieve compliance goals before being implemented at an operational level. The data collected from this directive can subsequently be used in the following operational frames to gain further insight into the customer experience of your product or service: Customer Journey Mapping – tracking and analysing customer interactions with products and services across online and offline channels. Increased Personalisation – increasing the personalisation of customer experience based on user behaviours. Customer Feedback / Satisfaction – transparent feedback from multiple sources can be leveraged to improve products and services. Customer Lifetime Value – calculating a customer’s CLV allows organisations to make informed decisions about customer acquisition targets, amplifying the voices of key customer segments. Customer Segmentation – using customer-specific data, organisations are better positioned to segment customer groups and create targeted marketing campaigns and personalised experiences. Altogether, effective data operationalisation, supported by empowered employees, leads to improved insights around customer needs and preferences, as well as the potential for predictive analytics to identify future product offers (Porter et al, 2015). In short, for data democratisation to be effective, business leaders must create a data-driven culture and mindset within the business. To achieve this goal, leadership must position the use of data as a critical input into decision making, and invest in the tools, mechanisms, and training required to enable data within the organisation. To this end, data democratisation can create a data-driven culture, centred around a customer-centric mindset. Creating a Customer-Centric Mindset When approaching customer-centricity, it is easy to project standard operational models which fulfil a ‘known’ solution against customer experience, rather than directly addressing what it means to be customer-centric. “The most important single thing is to focus obsessively on the customer. Our goal is to be earth’s most customer-centric company.” Jeff Bezos Customer-centricity is not simply a business model. It involves a mindset transformation at all levels of a business, requiring a deepening of the personal, operational, procedural, and organisational operations to align with the customer. To cultivate this customer-centric mindset, you need to understand a customer’s needs, expectations, as well as to predict future requirements (Porter et al, 2015). This involves focusing on the customer, to think and feel like them, to see the world from their point of view, and to develop complete solutions for the user’s needs, all the way ensuring that you leverage iterative innovation to evolve toward an ideal solution. Three ways to achieving a customer-centric mindset include: Hiring for customer centricity Facilitating direct customer interactions Rewarding and incentivising customer-centric measures For customer-centricity to be effectively operationalised, we must marry culture, strategy, and rewards to the delivery of a superior customer experience. Conclusion As I have demonstrated in this initial article, customer-centricity is becoming a pre-requisite to future success, as consumers increasingly expect personalised offers that align to a broader societal shift in consumption habits. As I have begun to outline, and will continue to across the following two articles, implementation of a customer-centric organisation requires the creation of a culture of customer targeted curiosity, supported by a digital and operational landscape that allows for the capture and ingestion of data to create digital insights. Through the operationalisation of these measures, a business will position itself to secure future revenues and an increased % of the customer wallet. In the next of these articles, I will discuss how the foundations outlined above can be channelled into purposeful value creation, leading to palpable and transformative customer satisfaction.

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/