The issue constantly facing today’s telecom providers is HOW to satisfy consumer demand in the most effective and cost-efficient manner. Interestingly, in our OSP world, the HOW-TO is the most exciting part.

The infrastructure solutions of today and tomorrow are mixed network architectures specified for greenfield or brownfield deployments, single-family or MDU, landline or mobile or both. And, although FTTE (fiber-to-the-everything) may be the dream solution, our network services groups will be dealing with the legacy plant for longer than they might like.

Those mixed-network architectures demand a variety of perspectives about HOW to make them work. That’s why OSP™ has gathered the best and the brightest of our industry for this new special section, OSP™’s Thought Leaders Forum.

These confident industry executives are ready to stand up and offer their opinion on the megatrends facing the telecom industry today and the micro issues that may hinder or help us. They are confident in their voice, and secure in their ability to say they disagree with generally accepted principles or opinions. They don’t want to surround themselves with Yes people. Instead, they respect being questioned, and they become impassioned by the exchange of dissenting opinions.

That’s why I’m honored that they will be sharing their opinions and voices in three issues of OSP™: June, August, and October. In each month’s issue, I will pose four questions to each of our Thought Leaders. They will respond to three. What they share should be interesting and cause reason for debate. The replies you read may cause you to scream in frustration, say, “Here! Here!”, or simply nod and say “Hmmm...” as you consider a new idea.

I invite you to read and respond to our Thought Leaders – either directly to them or via your humble editor’s email: sharon@ospmag.com. And please help me invigorate our editorial conversation with these Thought Leaders by sending me the questions you’d pose to the group.

If nothing else, let their responses give you permission to break out of the corporate safe zone. Speak your mind. Leaders do that effortlessly and without apologies. You, too, deserve to be one.

Questions? Comments? Contact Sharon via her email: sharon@ospmag.com

   

Randy Tomlin

SVP, U-verse Field Operations
AT&T  |  www.att.com

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

Leadership qualities are valued across all industries: dynamic individuals who deliver results and move an organization. I believe a Thought Leader in the telecom industry takes it one step further. It requires embracing new technologies and looking beyond the current application of that technology, pushing the limits. The trick is to skate where the puck will be, not where it is today.

Our industry is in the early stages of an unprecedented explosion in connectivity. The technologies that make it possible are becoming more pervasive, mobile, and accessible. Customer demand for connectivity has increased dramatically, as has their need for speed.

We’re in the business of creating that velocity for our customers through connectivity. Building the network and ways to access that network defines the way people live and work. And it’s all playing out on a global scale. Our ability to move faster and evolve as the world finds new ways to connect and communicate is all part of that thought leadership.

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

No argument, the telecom market is moving faster than at any time in my 25 years in this business. Seamless integration of wired and wireless technology is a network challenge, but that convergence offers incredible opportunities. Over the next three years, we will see an explosion of new capabilities for the end user:  not just melding wireless and wired, but a true IP-based transformation. Interoperable applications seamlessly follow the customer with an integrated approach, delivering more content to more devices, helping people and businesses communicate seamlessly, easily, and accurately across town or around the world.

It’s no longer about just access to the network, but a consistency of language that allows for a more dynamic experience for the customer. Work or home, fixed or mobile, IP provides for a consistent application, with a uniform look and feel on an integrated wireless, wired, voice, data, and video network, providing speed, reliability, and performance.

Do consumers really understand the difference between cable offerings and IPTV offerings? And why is home networking or The Last 50 Feet so important to providers’ success in the future?

I suspect they don’t. However, as soon as our customers get first-hand experience with the look and feel of IPTV, they come away extremely impressed by the quality as well as by the fundamental architectural difference in the delivery method, and they quickly realize it’s much cooler than cable. But understanding the IPTV “cool” factor is just the beginning. While The Last 50 Feet is still relevant today, as we find new and better ways to deliver content within the household footprint, innovations in consumer electronics will follow. The market potential for the integrated interface capabilities offers an exciting future that is only now becoming a reality.

Randy Tomlin is Senior Vice President of U-verse Operations, AT&T. He has recently been appointed to this new position on a national level. Most recently Randy has served as Senior Vice President of Network Services West as well as Senior Vice President Network Operations Planning. Since joining SBC in 1982, the College Station, Texas, native has held management positions in various departments throughout the Company, including engineering, technical planning, installation and repair, research and development,
and centralized operations. Randy can be reached via email: ufo.att.com.

     
Tim Parker
President, Byers Engineering Division
Byers Engineering  |  www.byers.com

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

Qualities of an authentic Thought Leader in telecom include a wide range of experience in the telecom industry, some exposure to competing industries such as CATV, an understanding of marketing and finance principles, a firm grasp of change management, and the ability to visualize, communicate, and plan for the network of the future.

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

The first challenge I see for providers is keeping pace with the changing/competing technologies available. Network planners are betting large sums of capital on the selection of the correct technology for their particular situation. Following that, I believe training is critical. As an industry, we must find and develop the human resources who can operate comfortably in both wireline and wireless environments.

Do consumers really understand the difference between cable offerings and IPTV offerings? And why is home networking or The Last 50 Feet so important to providers’ success in the future?

At this point in time, I don’t believe that consumers understand the difference between CATV and IPTV. They want a clear picture, lots of choices, fast access, and a simple bill at a rate competitive with their existing service.

However, if the providers wait until there is a clear understanding among consumers to build out their networks then they will have already lost the race. I do believe that the provider who arrives first with the complete bundle of services will capture the lion’s share of the market. That’s the greatest challenge for the providers: how to get there the quickest with the most cost-efficient platform. Quite the gamble for all involved.

Tim Parker is responsible for the overall business operations of the Engineering Division of Byers Engineering Company. The Engineering Division provides outside and inside plant project management and design services to the telecommunications and utility industries. The Division’s 1,100 employees include routine and senior design personnel, CAD technicians, registered communications distribution designers, professional engineers, special right-of-way and permitting agents, and marketing, recruiting, and support personnel.

Tim Parker joined the firm as a telecommunications field engineer in 1979. He represented the firm in various technical assignments throughout the Southeast before joining the management team in 1985. In 1992 he was promoted to Assistant Vice-President over engineering, and in 1994 he assumed responsibility for all underground utility locating services in Georgia. In this role he also served as a member of the Georgia Utilities Coordination Committee in the Cobb, Cherokee, and Gwinnett county chapters. Tim also served on the Georgia Utilities Coordinating Council’s Ad-Hoc Legislative Committee (Georgia Dig Law revisions). Tim can be reached via email: tim.parker@byers.com.

     
Manish Bhandari
Vice President, Global Sales and Marketing, Emerson Network Power’s Energy Systems business
Emerson Network Power  |  www.emersonnetworkpower.com

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

A true Thought Leader thinks and executes for the world of tomorrow. Regarding the telecom industry, an individual must be focused on the challenges the network of tomorrow is facing due to the market demands and pressures of the future.

The telecom industry, driven by convergence, is evolving beyond just telecommunications and becoming a communications industry. Industry Thought Leaders need to think beyond the existing telecom model and look at the communications industry in a broad way. We have to re-evaluate, fundamentally, how to technically connect people to content.

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

There are three challenges. First is finding a way to allow the consumer to see convergence in a format friendly to them. We cannot put large data files on a wireless handset medium incapable of receiving them. We need to enable convergence with effective applications in order to drive consumer acceptance.

Second is improving the backbone that enables convergence. We need to move beyond proprietary standards to an open architecture allowing data to flow freely from point A to point B. Transitions are, by definition, inefficient.

The third challenge may go to the heart of the business model for some companies. It applies to the whole industry, not just service providers. Wired and wireless infrastructure companies are coming together, but as this relationship evolves, we must go beyond traditional approaches and, over time, encompass other elements--primarily entertainment and media companies.

Most providers are spending big dollars on capital expenditures right now. But, containing operational expenses in the future is just as critical to the long-term success. In your opinion, what do they need to do to control OpEx, while they compete on pricing and work to increase ARPU?

There are five major dimensions we need to look at: First, the definition of reliability changes, because we are talking about elements beyond what was required for voice transmission. Therefore, we must look at systemic reliability for the overall network and decide if it is reliable.

Second, speed of execution is critical. How quickly you execute impacts delivery time reduction. Time allows you to change anything in a technological environment, provides information visibility to enhance planning, and offers the opportunity to provide integrated support during project deployment. Consequently, well-capitalized companies need to participate in this area, because they can bring the resources to bear to complete projects quickly.

Third, efficiency needs to be evaluated not on a component basis, but on a systemic basis. Power load minimization, cooling load reduction, consideration of environmental factors, and optimization of ancillary systems (such as cooling and batteries) are elements to look at much more aggressively.

Fourth, using monitoring solutions to know what is going on at the nodal points within a network will make a big difference. It may be as simple as energy oversight or it may be something like disaster recovery, but we need a system that monitors the network and in some ways makes it more intelligent and less dependent on manual intervention.

Finally, in order to optimize operating expenses and make networks more disaster-proof, we need to focus on alternative energy. We must evaluate alternative energy for primary power or backup power and understand how to store and secure it. Broadly, alternative energy should be considered as a medium for reducing operating expenses over the lifetime of a project.

Manish Bhandari leads Global Sales and Marketing for Emerson Network Power’s Energy Systems business. Energy Systems is a provider of telecommunications solutions through its DC Power, Outside Plant, and Service product portfolio. Mr. Bhandari previously was responsible for strategic planning activities for Emerson Network Power, including the acquisition of the Marconi OPP&S business.
After that acquisition, he joined Energy Systems and was responsible for the enterprise and Outside Plant business. Manish can be reached via email: manish.bhandari@emerson.com and via email: EnergySystems@EmersonNetworkPower.com.

     
Étienne Gagnon
Vice President, Product Management and Marketing
EXFO  |  www.exfo.com

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

IP convergence is driving network evolution. However, due to bandwidth requirements, wireline carriers have been much more aggressive than wireless operators in implementing this change.

With bandwidth-hungry devices, such as the iPhone, it is clearer than ever that wireless operators will have to quickly evolve to an IP-based architecture.

Once IP convergence is implemented in both network types, that’s when we’ll really see fixed mobile convergence, as intense competition in the access world will surely lead to innovative home-networking offerings. One of the biggest challenges will be service interoperability.

IP Multimedia Subsystem (IMS) deployment will help enable seamless convergence, but it is also its biggest challenge. In the next few years, new services will have to be fully integrated and standardized within the IMS standards to allow non-proprietary solutions to flourish. Then, we’ll be able to thoroughly enjoy the benefits of convergence (i.e., maximum flexibility for subscribers and reasonable expenses for operators).

Most providers are spending big dollars on capital expenditures right now. But, containing operational expenses in the future is just as critical to the long-term success. In your opinion, what do they need to do to control OpEx, while they compete on pricing and work to increase ARPU?

Having invested heavily in advanced infrastructures and new technologies, carriers, cable MSOs, managed service providers, and mobile operators are now offering Triple Play services and integrated mobile services.

With service frameworks like IMS, these bundled offerings are driving fierce competition, as service providers strive to satisfy quality-savvy consumers and demanding business clients.

Adding new, interactive applications (VoIP, IPTV, interactive gaming) creates significant quality of service (QoS) risks based on increased infrastructure complexity and network demands. If a provider cannot consistently deliver quality services, customers will find another provider that does.

A recent report highlights that besides CapEx infrastructure upgrades, network operators’ top priority is finding OpEx solutions (Reinventing the Telco: A Heavy Reading Progress Report; 4/08). QoS tools are necessary to provide visibility into the service quality and guarantee the expected quality of experience to consumers of both residential and business services.

Do consumers really understand the difference between cable offerings and IPTV offerings? And why is home networking or The Last 50 Feet so important to providers’ success in the future?

Customers don’t know the difference between networks. They’re interested in visible parameters: “How many HDTV channels? How extensive is the video-on-demand? Can I watch different programs on different TVs?” A simple conversation can benchmark these things.

Soon, consumers will benchmark the speed of their Internet connection to validate if it’s good enough for IP video. Services like Internet TV or video-streaming sites like YouTube require bidirectional bandwidth, which should push cable MSOs to invest in switched digital video and in DOCSIS 3.0 technology for channel bonding.

Meanwhile, telcos will push fiber deeper into access networks, using shorter copper loops to leverage VDSL2 at greater speeds. Before long, both operators will offer download speeds of 30-40 Mbit/s and upload speeds of 10-15 Mbit/s. We should also see gradual investments in FTTH, particularly in greenfield areas.

As for home networking, it’s paramount! No matter how much money is put into an access network, if the section inside the home doesn’t deliver the quality of the rest of the network, the customer’s experience will be bad, all because of The Last 50 Feet.

Étienne Gagnon was appointed Vice-President of Product Management and Marketing in May 2003 and, in May 2007, he took on the responsibility of all their telecom business units: Optical, Transport and Datacom, and Access. As such, he is responsible for EXFO’s general marketing direction on both the product level and communications level. Mr. Gagnon is also responsible for the marketing communications of EXFO Brix Service Assurance, further to the completion of the acquisition in April 2008. Étienne can be reached via email: etienne.gagnon@exfo.com.

     
Tammy Snyder
Network Operations Center Supervisor
Gainesville Regional Utilities (GRU)  |  www.gru.com

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

A Thought Leader should have a technical understanding of the industry as well as a grasp of the needs of their specific geographic area. An open mind and the ability to really listen to customers are both critical. These qualities allow us to serve as visionaries. When I say visionary, I mean being able to visualize a solution when a customer says “I wish it was possible to do X”. We should be there to help them explore the possibilities.

Most providers are spending big dollars on capital expenditures right now. But, containing operational expenses in the future is just as critical to the long-term success. In your opinion, what do they need to do to control OpEx, while they compete on pricing and work to increase ARPU?

Since GRU is a multi-service utility, we find some opportunities for cost saving by doing things like joint trenching and sharing infrastructure. Other options we consider include installing fiber instead of copper to cut back on maintenance or using new electronics, which may cost more up front but save in the long run. Sometimes saving money is as simple as being aware of planned growth and working with developers to form a partnership.

I also believe we have to encourage our internal experts to rethink how they do their jobs, and challenge them to discuss options to improve efficiency. By engaging our experts at GRU, we have reassigned responsibilities and tasks and cut back on things like truck rolls during construction.

Automated network monitoring and management systems reduce OpEx while at the same time increasing customer satisfaction. For example, we provide our customers free spam killers which delay the need to upgrade mail servers, and highly-active virus checks which prevent network overload or problems on customer devices. These things move the touch point closer to the customer to help them install and enjoy their experience.

Do consumers really understand the difference between cable offerings and IPTV offering? And why is home networking or The Last 50 Feet so important to providers’ success in the future?

For the most part, IPTV isn’t available in most areas of the U.S. so I don’t think we should expect consumers to understand it or embrace it. Look how long it took people to move from antennas to cable service; it certainly didn’t happen overnight. As a service provider, we shouldn’t expect the consumer to worry about the details. When a consumer changes the channel or requests VoD, it must work properly: no muss, no fuss.

In GRU’s service area, it’s challenging to get installers to understand the importance of The Last 50 Feet and future proofing. Let’s face it: our services are only as good as the in-home wiring, which is the component we have the least amount of control over.

The fine line that we walk is that when wiring is an issue impeding service, it sounds as though we are passing the buck. As a Service Provider the last thing you want to tell the consumer is “It’s your wiring” when they just moved into a brand-new house they were told is state-of-the-art.

Because we have been running an Active Ethernet system for nine years, we have developed relationships with individuals in the construction industry in our area, increasing the chances that the wiring is quality up front. We are also actively involved in the CPE business, constantly purchasing and testing components to further the idea that the consumer should not have to become technical to use and enjoy our service.

We welcome the opportunity to share our knowledge and experiences with anyone who is interested.

Our philosophy has worked quite well for us and our passion for delivering quality service comes across in our communication with these other professionals. By taking this approach, we have found it streamlines processes, promotes timely completion of projects and creates good will within our service area. Bottom line: we NEVER put the customer in the middle.

Tammy Snyder has been with Gainesville Regional Utilities (GRU) for 21 years. Since 1998 she has supervised the Network Operations Center for GRUCom, the telecommunications arm of the utility. In addition, Tammy serves as the Sales Representative for GRUCom’s Residential Broadband service, and holds primary responsibility for negotiating contracts and maintaining customer satisfaction for
high-speed, fiber-optic-based Internet service to large apartment complexes in Gainesville, Florida. Tammy can be reached via email: SnyderTJ@gru.com.

     
John Rose
President
OPASTCO  |  www.opastco.org

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

A Thought Leader looks beyond today and tomorrow to include broader trends, varying scenarios, and potentially painful consequences. The status quo isn’t safe; it is harmful to companies’ futures because change is harmful if it isn’t managed. Thought Leaders recognize this and work proactively to educate others about where change may lead, and how companies can place themselves in financially advantageous positions for that change. Sometimes change requires a whole new way of thinking. Taking the risk and selling everyone on a new direction for the organization means that the leader is also responsible for the results.

For rural ILECs, I believe they need to think like content providers - not just how these companies provide content, but how they partner, price, bundle, and distribute. Broadband is the key to rural ILECs’ futures, and content is the key to broadband take rates.

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

The customer wants a seamless transition between wireline and wireless in terms of voice, video, and broadband. The challenge is how to technically do this and price it so that enough customers pay for the service. TV and Internet video are now converging in user-friendly ways, and customers are beginning to get more of their video directly from the Internet. This is the great challenge to network providers in terms that services are being replaced by applications that generate less margins. Wireless and wireline are complementary, and should be seamless to the customer. They don’t care what convergence means to a carrier; if they don’t have a user-friendly and seamless experience, they will look elsewhere.

Most providers are spending big dollars on capital expenditures right now. But, containing operational expenses in the future is just as critical to the long-term success. In your opinion, what do they need to do to control OpEx, while they compete on pricing and work to increase ARPU?

Most OPASTCO members believe CapEx are more risky than ever; however, investments have to be competitive. ARPU is for companies that don’t segment their customers. There are no average customers, and bundles should be designed for all of them individually. We need to use the Web to decrease expenses. In addition, we need to be able to partner with other carriers and contact content providers to provision services in the most economical way. Competing just on price may be a losing proposition. We must compete on service and service offerings.

John Rose is president of the Organization for the Promotion and Advancement of Small Telecommunications Companies (OPASTCO). His career in telecommunications began more than 39 years ago at C&P Telephone Company. Rose worked for the Rural Electrification Administration, now known as the Rural Utilities Services (RUS), serving first as chief of the Loans and Management Branch and later as director of the Telecommunications Management Decision. He also worked for the United States Telecom Association, now known as US Telecom. John can be reached via email: membership@opastco.org.

     
Dennis Krutsinger
Vice President and General Manager,
Communications Markets Division, 3M  |  www.3M.com/telecom

In the media, the phrase “Thought Leader” is used quite frequently. What are the concrete qualities an authentic Thought Leader must bring to the telecom industry?

A Thought Leader in any industry, including telecommunications, must possess two key qualities. First, they must be a futuristic visionary. Second, they should have pragmatic experience based on perspective. These qualities, combined with an impartial view of the industry, be it across the industry as a whole or within a specific segment derived from their area of expertise, make an authentic Thought Leader.

The concept of convergence has long been discussed in the telecom world. What are some of the greatest challenges providers face as they meld the wired and wireless world compared to just one year ago?

In the last year, customers have demonstrated an increasing desire to access the Internet from their mobile devices. New software platforms and cell phones are enabling the use of email, search engines, calendars, videos, and e-commerce in ways that are similar to laptop use, and can bridge between work and play.

Fixed mobile convergence implies seamless mobility and the ability to access the network both indoors and out. The wireless signal must be able to penetrate the building’s walls and windows or hand off the signal to the wireline network.

The increased demand for bandwidth requires network reliability at all levels, including the physical media layer. The quality of the network is dependent on connectivity, grounding systems, and weather-proofing, in addition to the placement of antennas and equipment.

Companies who support infrastructure needs share those challenges to bring cost-effective solutions that reduce the total cost of ownership. Device manufacturers, mobile customers, and even the telecom companies see the value in open access, but the question remains: “Who will pay for all this infrastructure investment?”

Most providers are spending big dollars on capital expenditures right now. But, containing operational expenses in the future is just as critical to the long-term success. In your opinion, what do they need to do to control OpEx, while they compete on pricing and work to increase ARPU?

Providers are investing heavily to upgrade their physical plant to deliver higher broadband services via FTTN and FTTH, which are expected to operate at significantly lower costs than the legacy systems. Controlling operating expenses involves keeping the network running with minimal maintenance and repair of its outside plant and supporting equipment.

Limiting the need for human access to the network for repair and maintenance as well as designing the network to be environmentally hardened have been the traditional cost saving principles of service providers. These are however balanced with high initial capital needed for such design considerations. Some providers are launching centralized service assurance platforms to remotely monitor and diagnose the network in order to identify possible fault problems before the customer can notice issues in service quality. These systems can clearly locate the problem and resources can be pro-actively dispatched to resolve issues.

Regardless of the methodology used, the key to cost control is “re-build it right the first time” so the physical layer is robust and capable of carrying bandwidth well beyond the immediate need. Selecting the right supplier partners and products in support of either network is the key to operational cost control. Products that are proven to support the signal integrity required and provide simplicity of installation for craft productivity will certainly help minimize routine maintenance cost and restoration cost in case of catastrophic damage.

Dennis Krutsinger brings more than 30 years of industry experience to his role as 3M Communication Markets Division vice president and general manager. His 3M career began in 1977 when he joined the Microfilm Products Division as a sales representative in Denver, Colorado. Since then he has held numerous leadership roles in sales and marketing as well as business development for 3M in Brussels, Belgium, and Taiwan. As vice president and general manager for the Communication Markets Division, Mr. Krutsinger leads a global team, based in Austin, Texas, that provides practical, scalable solutions to telecommunications service providers around the world.

3M can be reached via email: commtech@3M.com.