In our segment of the telecom biz, this age-old proverb applies now more than ever: “To understand a man (or woman), you’ve got to walk a mile in his shoes.” And some shoes our Thought Leaders must fill.

At times, we may forget the perfect storm they face. As broadband services reach saturation levels, these network leaders realize that value-added services are the lifeline for your company’s future growth.* That means they have to find ways to deliver those value adds with limited financial resources.

What’s more, wireless network demands continue to escalate -- beyond mobile data and video. 29% of consumers have made at least 1 purchase via a mobile phone, more than double the number reported in November 2009.** (You don’t think that overloads the mobile network, do you?)

That’s why our 8 brilliant leaders share their thoughts with you in this June issue of OSP® magazine. They comment on the challenges and the opportunities we all face during a time that is more than daunting. They do this not to say “poor us”. They open up to incentivize us all to pull together to ensure customers’ needs are met and your future employment remains solid.

Read their take on what our segment of the industry faces given the convergence of the wireline and the wireless networks. Then, when you are tempted to criticize or point fingers at Management, take a moment to read this section one more time in an earnest attempt to walk a mile in their shoes. And after you do, be thankful that you don’t have to walk in their shoes -- it may be harder on your feet and your brain than you could ever imagine.

This year’s Thought Leader Forum includes:
1. Joe DiMelis, Vice President - Construction & Engineering - Midwest AT&T Network Operations, AT&T
2. Darrick Zucco, VP & GM - Consumer Market, Cincinnati Bell
3. Randall Frantz, Director Telecommunications and LBS Solutions, Esri
4. Brian Peterson, Regional VP Engineering, Frontier Communications
5. Gary Evans, President & CEO, Hiawatha Broadband Communications, Inc.
6. Delbert Wilson, General Manager, Hill Country Telephone Cooperative Inc.
7. Jay Stewart, Director of Ethernet Solutions, Communications Test and Measurement, JDSU
8. Joe Blanchard, Vice President of Product Line Management, ReliOn Inc.

Sources: 
* Park Research, www.parksassociates.com
** A white paper from Oracle and ATG Data titled Mobile Trends: Consumer Views of Mobile Shopping and Mobile Service Providers

Question 1.
Background: Advanced network technologies such as LTE and HSPA+ promise a compelling, high-speed user experience, while innovative device form factors are enabling new connected behaviors. The profound changes taking place in the mobile communications ecosystem are creating uncertainty but also creating enormous opportunities. What are the most cost-effective options providers can use to quickly deploy fiber-to-the-cell-site in order to cope with the data tsunami from smart phone and tablet proliferation?

Question 2.
What is the best recent development in the OSP that you see substantially impacting HOW things get done to evolve the infrastructure? Is there a magic product or service out there? If not, what’s the real secret to evolving a network while you reduce total cost of ownership (TCO) and improve service for your customers?

Question 3.
Background: A survey by the National Multi-Family Housing Council (NMHC) revealed that 59% of users in MDUs were under the age of 44, the group most likely to consume the latest technology. In the same study, the group found that 3 of the 4 most popular amenities were technology-related, such as access to high-speed Internet service, HD programming, and cell phone coverage. For many years, MDUs have played second fiddle to single-family homes in terms of the services available to residents. In many cases, the infrastructure of MDUs simply hasn’t kept pace with new service offerings. What are 3 infrastructure-oriented solutions to help better serve MDUs and increase the ARPU possibilities from this young and demanding market?

Question 4.
Background: As the price of copper remains at historically high levels, copper theft is a growing problem across many industries. According to a recent survey published by the Electrical Safety Foundation International (ESFI, www.esfi.org) about copper theft, utilities in the United States reported approximately $60 million in losses and 450,000 minutes of outage time annually because of theft. Additionally, utilities report 35 to 50 deaths or injuries every year associated with copper theft. While the wireless industry does not have any official copper theft statistics, there have been reports stating copper theft is costly and only getting worse. Some utilities and wireless carriers have attempted to dissuade thieves from attacking their sites with locks, fences, and signs indicating that their copper has no scrap value, but that approach has not stopped the problem. What is the solution?

Question 5.
What is the first thing you think of when you hear the term “Right-of-Way” (ROW)? What can providers do to reduce the backlash from residential NIMBY (Not In My BackYard) Syndrome?

Question 6.
What is the one professional moment in your life you would relive if you had the chance?

Question 7.
When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for, and what is the knowledge base that person must have to survive in their new role?

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Joe DiMelis, Vice President - Construction & Engineering - Midwest AT&T Network Operations, AT&T

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for, and what is the knowledge base that person must have to survive in their new role?

The 3 character traits that I look for are tied to the AT&T Extraordinary Leader Model:

1. Character. Leaders must display high integrity, honesty, and a deep sense of caring for the success of our company and our employees.

2. Leading Change. Leaders, at all levels, must develop a strategic perspective and be a champion for change.

3. Interpersonal Skills. Leaders must communicate powerfully and prolifically while inspiring and motivating others to high performance.

We are a results-driven company, but how we deliver results is at the foundation of our leadership model. We expect our leaders to succeed because they are skilled at communication, collaboration, innovation, teamwork, and strategic problem-solving.

AT&T is committed to training and developing our employees; knowledge can be learned but these foundational traits are critical.

What are the most cost-effective options providers can use to quickly deploy fiber-to-the-cell-site in order to cope with the data tsunami from smart phone and tablet proliferation?

The provider must use a variety of options: either build out your own network (terrestrial or micro-wave) or work with partners (carriers) to find cost-effective options to meet the increasing bandwidth capabilities. Local Loop Transport providers must:

Build Partnerships with Carriers and with Building/Tower Owners. These relationships help reduce costs at the physical site by establishing an efficient and clear path for the placement of cable and equipment. The provider should terminate fiber cable at a common demarcation point to provide easy access, and should size the fiber using a 2-5 year projection period.

Utilize all current technologies to reinforce the existing fiber backbone network. Use recent technology innovations to maximize existing fiber cables that may be more cost-effective, such as wave division multiplexing, ROADM, and Emux rather than lengthy cable placements. Use innovative cable placement techniques to reduce costs and avoid excessive infrastructure deployment. When all else fails, providers should use alternative technologies, like microwave technology, to overcome distance and terrain problems that make fiber cable placements economically unfeasible.

Some utilities and wireless carriers have attempted to dissuade thieves from attacking their sites with locks, fences, and signs indicating that their copper has no scrap value, but that approach has not stopped the problem. What is the solution?

AT&T uses a multi-pronged approach to minimize
negative impact:

Work Creatively and Collaboratively With Local Officials/Leaders and Law Enforcement. Our External Affairs (EA), Legal, Asset Protection (AP), and Network Teams meet jointly with government, safety, and community leaders in areas that contain our in-service facilities. We work together to prosecute to the full extent of the law those who are apprehended.

Work Closely With the Local Scrap Yards (Business-to-Business). This grass-roots approach has helped to mitigate thefts. The AP and Network Teams send letters to all of the scrap yards in the areas that we serve, explaining that it is a criminal act to accept stolen property. The AP and Network Teams visit the Scrap Yards to reinforce this information and to answer any questions. The AP, Network, and Scrap Yards work together to implement corrective actions (offer of rewards) that lead to the conviction of copper thieves.

Secure Our Work Centers (Garage Locations) and Protect Our Assets. We keep our inventory levels to a minimum. We ensure that our garages are secure by: ensuring that our fences are in good condition (locks and no holes), lighting is adequate, the fence line is clear of vegetation, and assets are stored properly. We regularly inspect our facilities. And we use remote video surveillance and hire Security Guards at locations with repeat problems.

Joe began his career at Pacific Bell in 1986 in the Network Planning and Engineering (NP&E) Organization as a Network Design Engineer. In April 2006, Joe was named the Vice President of Construction & Engineering with AT&T Services, Inc. Joe has responsibility for the planning, engineering, and construction of the Outside Plant (OSP) facilities used to serve the voice, data, and video needs for all AT&T Customers (Wholesale & Retail) in the AT&T Midwest Region. In February 2008, Joe picked up the additional responsibility for mobility operations (cell site growth and maintenance) in the AT&T Midwest Region.

AT&T is bringing it all together for our customers, from the revolutionary iPhone to next-generation TV services. For more than a century, we have consistently provided innovative, reliable, high-quality products and services and excellent customer care. Today, our mission is to connect people with their world, everywhere they live and work, and do it better than anyone else. We’re fulfilling this vision by creating new solutions for consumers and businesses and by driving innovation in the communications and entertainment industry. We’re recognized as the leading worldwide provider of IP-based communications services to businesses. We’re also the top U.S. provider of wireless, high-speed Internet access, Wi-Fi, local and long distance voice, and directory publishing and advertising services. And we’re making huge advances in the entertainment and communications industry. For example, we’ve expanded our video offerings to include next-generation television services such as AT&T U-verseSM TV. It’s part of our three-screen integration strategy to deliver services across the three screens people rely on most: the mobile device, the PC, and the TV. As we continue to break new ground and deliver new solutions, we’re focused on delivering the high-quality customer service that is our heritage.

AT&T
www.att.com

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Darrick Zucco, VP & GM - Consumer Market, Cincinnati Bell

What are 3 infrastructure-oriented solutions to help better serve MDUs and increase the ARPU possibilities from this young and demanding market?
MDUs have been a challenging market for us as landline usage has declined. Several years ago we negotiated License Agreements with large MDU owners across the metro area. These deals were leveraged together to form a beach head into our initial RF over GPON deployments. Pairing conventional set-top technology that the cable companies were using with superior bandwidth offerings reversed our market share problem. We are now the dominant phone, cable, and Internet provider at many of these complexes after losing most of it previously. The next evolution for CBT will be provisioning these services over copper using VDSL2. The consensus after talking to peers is that the access technology, inside wiring solutions, and IPTV middleware have matured enough to allow more rapid deployments while leveraging the existing copper assets. The third technology we have used in MDUs is UMA. UMA allows a subscriber to use their wireless device to make phone calls over their home broadband connection for better coverage without using up minutes. These infrastructure technologies have led to increased ARPU and market share.

What is the first thing you think of when you hear the term “Right-of-Way” (ROW)? What can providers do to reduce the backlash from residential NIMBY (Not In My BackYard) Syndrome?
The first mental image I see is a directional boring machine next to a pile of dirt just outside of the utility easement. By the way, an electric line has just been cut in front of the attorney’s home who measured the easement. Yes, it has happened. The second image is a large cabinet being placed in front of the nicest yard in the neighborhood. Providers will never make everyone happy in an overbuild situation or deployment of additional cabinets. However, consumer angst can be minimized through communication. First, attend an HOA meeting with a marketing representative and describe what you are doing, how the service will be better, and why enhanced competition benefits even non-customers. It is better to get concerns out in the open now versus in the midst of the work. Second, post door hangers describing what is about to happen with contact information for questions, concerns, or property damage complaints. Finally, address questions and complaints promptly. There will always be a squeaky wheel that will make their dissatisfaction known to neighbors.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for, and what is the knowledge base that person must have to survive in their new role?
Three character traits I look for are versatility, tenacity, and accountability. As work silos disappear, employees need to be more dynamic and able to cover what used to be multiple roles. Managers need to be versatile and inspire their team to do the same. Tenacity is an absolute must because nothing gets done fast enough through inertia. Simply completing part of the task or project and “throwing it over the wall” to the next person is not enough. Having a sense of urgency is half the battle when trying to accomplish multiple objectives with scarce resources. The trait that I really look for is accountability; this aligns well with folks who are both tenacious and versatile. This is critically important to instill in the team and hold them accountable through goals and metrics. The knowledge base required is really dependent on the job, but generally not as important as having the inherent traits described.

Darrick Zucco is the VP & GM of the Consumer Market for Cincinnati Bell. He has over 15 years of experience in telecommunications with Cincinnati Bell and City of Lebanon, Ohio. While at Lebanon, Darrick was responsible for running the municipal cable TV, phone, and broadband operations as a competitive option for residential and business customers. He has held various positions within Cincinnati Bell including business sales, marketing, product management, and various General Manager roles in the organization. To contact Darrick, email darrick.zucco@cinbell.com.

Cincinnati Bell (NYSE: CBB) is one of the nation’s most respected and best performing local exchange, wireless and video providers, with a legacy of unparalleled customer service excellence and financial strength. Cincinnati Bell provides a wide range of telecommunications products and services to residential and business customers in Ohio, Kentucky, and Indiana.

Cincinnati Bell
221 E. 4th Street, P.O. Box 2301
Cincinnati OH 45202
www.cincinnatibell.com

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Randall Frantz, Director Telecommunications and LBS Solutions, Esri

Some utilities and wireless carriers have attempted to dissuade thieves from attacking their sites with locks, fences, and signs indicating that their copper has no scrap value, but that approach has not stopped the problem. What is the solution?

Copper theft is a growing threat and will continue as long as it is a profitable venture. Stronger locks, fences, and warning signs might give pause, but once a site has been targeted, these deterrents have limited effect. The solution is to catch thieves thereby making theft a much riskier and more costly endeavor.

For years police have successfully implemented reduction programs in high-crime areas. Thieves tend to operate within specific geographic regions, often targeting the same sites and developing travel patterns. Police use geospatial analysis to identify these high-frequency crime areas called “hot spots.” Hot spots help the law enforcement identify ideal locations for surveillance and increased patrols.

Understanding high crime areas can improve response times to alarms and increase the probability of catching the thieves in the act. Identifying and improving inspection of recycling facilities in high crime areas can also make it difficult for thieves to sell their copper. Capturing and convicting the thieves reduces the rewards and increases the risk of this type of theft.

What is the first thing you think of when you hear the term “Right-of-Way” (ROW)? What can providers do to reduce the backlash from residential NIMBY (Not In My BackYard) Syndrome?

The number one complaint I hear from cellular customers is lack of quality in-home service. However, nobody wants a new cell tower in their neighborhood, and residents can’t assess the visual impact of the structure until it is built, so they often assume the worst. Once public opinion is galvanized against permitting a new tower, it is difficult to change.

What if, prior to construction, you could see how a tower would look and determine whether it would be visible from your house? Companies are integrating 3D imagery with GIS mapping technology to create this augmented reality. It is possible to place an accurate model of a cell tower on a map and then visualize it using 3D imagery from other locations on the map. You could virtually stand in your yard and see how the tower would look, assuming that it was even visible from your home. The same approach could be applied to smaller structures such as rooftop antennas. Perhaps not everybody would be persuaded, but it could improve overall community receptiveness.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for and what is the knowledge base that person must have to survive in their new role?

Thomas Paine is credited with saying “Lead, follow, or get out of the way.” In many situations only one role is appropriate but an effective leader must possess the intuition to recognize the most appropriate one for the current situation.

The role of the leader is to provide a vision and to motivate the group to achieve it. However, the best leaders know when to let others assume the lead. A good leader must be capable of accepting a team member role when necessary, yet stand ever-ready to reassume the leadership position if the group should falter.

The final character trait of a leader is the ability to recognize the difference between a challenging situation and one that exceeds the abilities of the group or the leader. Moving outside the comfort zone affords the leader and the team an opportunity to stretch and grow. However, a true leader knows when a task becomes unattainable and is willing to seek additional help, thereby avoiding disaster.

Randall Frantz, Director Telecommunications and LBS Solutions, Esri, has more than 27 years of global telecommunications management experience. For more information on Esri and GIS-based telecommunications solutions, email rfrantz@esri.com or visit www.esri.com/osp.

With more than 40 years experience, Esri is a world leader in GIS and has built a comprehensive suite of solutions including server, desktop, and mobile applications to deliver a common operating picture across the entire enterprise. Esri ArcGIS technology delivers a wide range of geospatial solutions for wireless companies. Companies can access and share data through a single GIS platform for market forecasts, RF planning, service coverage maps, routing and performing network analysis. Whether you need maps for location-based services or are planning disaster recovery, Esri provides the solution. For more information on Esri and GIS-based telecommunications solutions, email rfrantz@esri.com or visit www.esri.com/osp.

Esri
380 New York Street
Redlands CA 92373
Tel: 909.793.2853
www.esri.com

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Brian Peterson, Regional VP Engineering, Frontier Communications

What are the most cost-effective options providers can use to quickly deploy fiber-to-the-cell-site in order to cope with the data tsunami from smart phone and tablet proliferation?

Frontier has found the real opportunity for dealing with the explosive demand from mobile data applications is to leverage fiber deployments to cell sites by looking for additional opportunities along the new fiber route. For example, we are deploying fiber-to-the-node (FTTN) into the wire centers where we are rolling out high-speed broadband services today. Leveraging the fiber build into the access network provides a wide variety of services, both business and residential, including mobile carrier services and backhaul. In many areas Frontier is planning for future demand by tying the fiber-to-the-cell-site build into an extensive ROADM network to ensure that sufficient backhaul is available for years to come. A broad look at opportunities provides the best return as we continue investing in the network.

What are three infrastructure-oriented solutions to help better serve MDUs and increase the ARPU possibilities from this young and demanding market? 

For new MDUs (greenfield) Frontier has found a FTTP optical network deployment is normally the best alternative. The business case for FTTP to an MDU is normally better than that of a single-family unit due to the shared costs of laying fiber and equipment between many dwelling units. Typically, the larger the MDU development the better the FTTP business case looks.

For existing MDUs (brownfield) Frontier has found the best solution is a FTTN deployment. If fiber is nearby that can be placed into a centralized equipment room, VDSL equipment can be placed. With typical copper loop lengths of less than 2,000’ from the equipment room to the dwelling unit VDSL technology can deliver +50Meg.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for and what is the knowledge base that person must have to survive in their new role?

If you want Managers to consider you valuable enough to promote, you need to set yourself apart from your competition. To set yourself apart I believe the following 3 character traits are extremely valuable.

Take responsibility. If you want to improve your value as an employee, then take responsibility to know your duties inside and out, and pay attention to detail. The more you know what to do and when to do it, the more it allows your supervisor to devote his attention to other areas in the company. Be aware of the responsibilities of your co-workers and recognize how your duties affect their workload. When things go wrong, most people will follow their human nature and shift the blame to others. Yet, valuable employees are not afraid to take responsibility for their actions.

Take initiative. A self-motivated employee automatically sets himself apart from the crowd. He has a reputation for looking out for the company’s best interests and putting customers first. Employees who show initiative and look for ways to solve problems and practice continual process improvement will be given more responsibility and even a promotion.

Exceed expectations. You can instantly increase your value to the company by going above and beyond what is expected of you, such as being willing to take on duties that others refuse to do.

Brian Peterson, Frontier Communications’ West Region Vice President Engineering, began his 21-year career in telecommunication with Contel in June of 1989 as an Associate Engineer. He then worked for GTE and Citizens Communications (now Frontier Communications) holding the positions of Network Engineer, Operations Supervisor, OSP Engineering Manager, and then Engineering Director from May 2000 to January 2005 when he was promoted to his current position where he is responsible for all aspects of the engineering and construction function for the West Region of Frontier Communications. Brian can be reached at email Brian.Peterson@ftr.com.

Frontier Communications Corporation (NYSE: FTR) is a Fortune 500 company offering voice, High-Speed Internet, video, wireless Internet, data security solutions, bundled offerings, specialized bundles for small businesses and home offices, and advanced business communications for medium and large businesses in 27 states and with approximately 14,600 employees. As the country’s largest pure rural communications company, Frontier ensures that no matter where you live you have access to the same communication services found in metro communities. Frontier offers PC support and automatic hard drive back-up through our Peace of Mind services. Frontier’s my fitv site offers an extensive library of entertainment content, an easy-to-use site navigation /search function, and national and local TV content. More information is available at www.frontier.com, www.frontier.com/ir, www.frontierhelp.com, and www.myfitv.com.

Frontier Communications Corporation
3 High Ridge Park
Stamford CT 06905-1390
Tel: 203.614.5600
Fax: 203.614.4602
www.frontier.com

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Gary Evans, President & CEO, Hiawatha Broadband Communications, Inc.

What is the first thing you think of when you hear the term “Right-of-Way” (ROW)? What can providers do to reduce the backlash from residential NIMBY (Not In My Backyard) Syndrome?

The older I get the more I understand that every problem -- every single problem -- has its root in communication. Although there are always exceptions, good communication with property owners abutting ROWs is essential to good relationships during and after construction. We communicate in person before a project begins, speaking to neighborhood residents or homeowner associations to explain what will be done over what period of time and with what result. We answer questions and leave the telephone number of the construction chief so people with questions or comments during construction know who to contact. Immediately prior to the beginning of construction, we communicate in writing (door hangers explain the salient details). We always, absolutely always, insist that restoration work is an immediate part of any project, and we also make certain that residents know who to call if there is a concern. Detailed communication saves hours and hours of troubleshooting.

What is the one professional moment in your life you would relive if you had the chance?

Selecting one do-over is a daunting task, particularly when most days provide a variety of options for consideration. A career of 3 disparate management roles -- newspaper executive, higher education administrator, and telecom CEO -- is a wonderful way to relieve boredom but is also a recipe for constant concern about knowing enough to do the job effectively. The decisions that haunt me most are the personnel dismissals I have had to make through the years. With every termination (and thankfully there are fewer now) I have felt frustration over MY failure to provide what has been needed for a co-worker’s success. If only the hiring process were better, the training opportunities greater, a worker more willing to stretch a bit to learn more than is needed. Finally, as I pointed out in the last edition, one simple question in a survey unlocked a door that has provided greater success. That door suggested hiring for attitude rather than aptitude. Think about it. Most of us hire for aptitude. If we bat .500, we’re fortunate. Improve your odds. Start with attitude! That pays dividends.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for and what is the knowledge base that person must have to survive in their new role?

Put crassly, the hiring/promotion process has always been an anatomical one for me -- and I have learned that if my head and my gut don’t agree, I need to carefully re-think the situation from all dimensions. Never, if I have proceeded when my head and gut didn’t agree, has the decision proved to be a successful one. Having said that, there are key criteria that must be present before a go/no-go decision on a promotion can be made. Here are my top three: 1. Respect. Is the candidate respected by her or his co-workers? 2. Fairness. Does the candidate have a reputation for being fair, for not playing favorites or letting personality issues get in the way of making a “right choice”? and 3. Leadership Qualities. Do people willingly follow the candidate, once she or he has set the course. Do people gravitate to the candidate and exhibit a willingness to listen? If these 3 qualities are present, a successful promotion is inevitable.

Gary W. Evans, president and CEO of Hiawatha Broadband Communications, joined the company in 1998. One of two people who performed the study in 1992 that led to the creation of Luminet (HBC’s predecessor), Evans is a long-time Winona resident. He served as Winona State University’s vice president of university relations from 1987 until 1998 after spending 30 years in the newspaper business. Evans is married. He and his wife, Ellen, are the parents of two children. Gary can be reached at email gary.evans@hbci.com.

Created in 1997 as a successor to a not-for-profit education initiative called Luminet, Hiawatha Broadband Communications, Inc. provides Internet, telephone, and cable television services to Southeastern Minnesota. The company serves the greater Winona area and St. Charles with hybrid fiber-coaxial networks and Lewiston, Minneiska, Rollingstone, Stockton, Utica, and Wabasha with fiber-to-the-home (FTTH) infrastructure. The company just announced plans for 6 FTTH projects designed to double its size. More than 40 percent of the stock in HBC is owned by Winona area educational institutions. The stock was purchased for the community’s schools by anonymous benefactors as the new company was organized to build upon the history of Luminet. Begun in 1992, Luminet utilized a leased fiber-optic network to connect the community’s educational institutions for the purpose of extending the reach of teaching and learning. HBCI, a privately held for-profit corporation, employs 72 people. For more information, email info@hbci.com.

Hiawatha Broadband Communications, Inc.
58 Johnson Street
Winona MN 55987
Tel: 507.474.4000
Fax: 507.454.5878
www.hbci.com

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Delbert Wilson, General Manager, Hill Country Telephone Cooperative Inc.

What are the most cost-effective options providers can use to quickly deploy fiber-to-the-cell-site in order to cope with the data tsunami from smart phone and tablet proliferation?

If a physical fiber optic route is not already in place, all of the classic issues remain related to rights-of-way, engineering, construction, costs, etc. However, in HCTC’s case, as well as other companies, there has been a multi-year emphasis on providing fiber optic to or near the cell tower locations resulting in a copper-fed tower being the exception rather than the rule.

The larger issue for us is that wireless providers are not yet pursuing Ethernet transport. Most bandwidth augmentation is still being ordered (at higher cost) on a SONET T1 or DS1 basis which does not utilize the latest capable and cost-effective technology for transport. We are either maintaining a SONET network that could be upgraded to Ethernet, or we are using gigabit Ethernet in the backbone and circuit emulating to match a T1 interface at the site.

What is the best recent development in the OSP that you see substantially impacting HOW things get done to evolve the infrastructure? Is there a magic product or service out there? If not, what’s the real secret to evolving a network while you reduce total cost of ownership (TCO) and improve service for your customers?

Ever increasing capabilities and performance of Ethernet-Ring-fed Access Concentrator Equipment is the most significant recent influence on OSP design, allowing deeper and higher bandwidth penetration into the local loop. In addition the availability of coarse and dense wave division multiplexing allows capacity expansion of existing fiber routes without physical construction. There are also continuing innovations from apparatus manufacturers to improve splicing methods, fiber storage, and terminals.

A remaining problem with the current fiber-to-the-premises products is the high cost of the Optical Network Terminal (ONT). Product evolution to more indoor modem-like form factors is useful, but the high variable cost of the ONT (and associated labor) added to the fixed/sunk cost of the fiber itself undermines the economics for accelerating deployments in brownfield situations.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for and what is the knowledge base that person must have to survive in their new role?

When promoting someone into a management role, I have at least 3 characteristic traits I consider important in making this decision. First, I look for leadership qualities -- traits that will define them as an effective leader. For example, traits such as being a good listener, display some compassion toward others, and a certain amount of humbleness. Good leaders must also be good servants.

Second, I look for great people skills. To be an effective manager/leader you have to be able to communicate and get along with people. A person can be super intelligent but they must be able to relate to others in order to achieve results.

Knowledge base is critical in achieving the desired goal. So, when promoting, I always make sure the person has ample experience. It is not always easy finding people who possess the critical knowledge base with all the desired characteristic traits, but they are out there!

Delbert Wilson, General Manager of Hill Country Telephone Cooperative, Inc., has more than 32 years experience in all phases of the telecommunications industry, ranging from major outside plant and wireless projects to exchange acquisitions and building distance learning networks. Testifying 4 times before Congress on behalf of the National Telecommunications Cooperative Association (NTCA), Delbert has been deeply involved in its Grass Roots Advocacy Program, working to protect the interest of rural telephone cooperatives and its members. Delbert can be reached at email dwilson@hctc.coop.

On February 13, 1951, a group of 5 men met and formed Hill Country Telephone Cooperative, Inc. for the purpose of furnishing area-wide telephone service in rural areas to the widest practical number of users. Today Hill Country provides telecommunications, Internet, and long distance services in 15 exchanges located in 14 counties spread over 2,900 square miles in rugged Hill Country terrain. Realizing the importance of broadband availability for rural economic development, Hill Country has embarked on a mission to make broadband available throughout its service area. With bandwidth of up to 17-20 Mbps achieved, Hill Country will have the capability to deliver an array of new services and products to its members. Also included in this project is the establishment of an access tandem for the Cooperative’s network, which will not only give the Cooperative control over its network, but will also create a pathway for the migration of our network toward Internet Protocol.

Hill Country Telephone Cooperative Inc.
Tel: Toll Free 800.292.5457
www.hctc.net

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Jay Stewart, Director of Ethernet Solutions, Communications Test and Measurement, JDSU

What are the most cost-effective options providers can use to quickly deploy fiber-to-the-cell-site in order to cope with the data tsunami from smart phone and tablet proliferation?

One of the most cost-effective ways we have seen providers efficiently provide fiber to cell sites is to not be tied to owning the fiber. If a provider has fiber facilities then use them, but the Alternative Access Vendor (AAV) market is very competitive and provides a very viable option from speed-to-market and pricing. The key to using AAVs is to have a very detailed set of requirements that the provider expects from the AAV. From our view it seems that providers that have been willing to have a mixed model of owned vs. lease facilities has been most successful in deploying fiber to towers.

What is the one professional moment in your life you would relive if you had the chance?

This is a tough question as I have been very fortunate and blessed in my career to have a job that I love to do and people who I love to work with. I have also been fortunate to work with companies before they became large companies. The one that I tell most people is the first time I started working with Cisco. They were a ~$50M company working out of a warehouse in San Jose. I really liked the work they were doing and thought they were a good company. I did not realize just how good of a company they would become. Then they opened their first office in Raleigh (where I am based) with a small number of people. Once again I liked working with the people and liked the technology they were working on. I guess if I could have done anything different maybe I should have bought more stock along the way.

When you look to promote someone to manage other team members (from within your own organization), what are the three character traits you look for and what is the knowledge base that person must have to survive in their new role?

The first one we look for is Leadership, someone who can set a direction and work with each individual team member and get them to understand their role in meeting objectives that keep us directionally correct. We look for someone who understands that they are only as good as the people around them and the Team concept is a key to success; they must also believe in what we are doing and be willing to share that belief. The last is the ability to interact with and understand all types of people, whether it is a fellow team member, company execs, or customer.

We aim to understand the strengths and weakness of each team member and find roles that do not set them up for failure but instead allow them to grow to the potential or desire they have, including knowledge about the industry, about the culture of the company, and an understanding of the customer.

Jay Stewart is Director of Ethernet Solutions for JDSU in the company’s Communications Test and Measurement business segment. He is an industry expert in the data/IP and services testing field with over 18 years of experience. Jay’s contributions in areas of Ethernet, IMP, and fixed-mobile convergence strategy are behind some of JDSU’s top service assurance solutions deployed by providers today. For more information, visit www.jdsu.com.

JDSU enables broadband and optical innovation in the communications, commercial, and consumer markets. JDSU is a provider of communications test and measurement solutions and optical products for telecommunications service providers, cable operators, network equipment manufacturers, and enterprise customers. JDSU is also a provider of innovative optical solutions for medical/environmental instrumentation, semiconductor processing, display, brand authentication, aerospace and defense, and decorative applications. For more information, visit www.jdsu.com.

JDSU Communications Test & Measurement
One Milestone Center Court
Germantown MD 20876
Tel: 240.404.1913
www.jdsu.com

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Joe Blanchard, Vice President of Product Line Management, ReliOn Inc.

Some utilities and wireless carriers have attempted to dissuade thieves from attacking their sites with locks, fences and signs indicating that their copper has no scrap value, but that approach has not stopped the problem. What is the solution?

Theft of copper is certainly not just a recent issue. More than 20 years ago, I recall hearing stories from a carrier that thieves would target cable transitions from aerial to buried and cut sections out with axes or tie chains onto them and pull the cable away. Throughout the world, theft is a growing issue. Copper may get the headlines with carriers in the U.S., but in some countries the larger issue is theft of diesel fuel and the generators themselves. The criminal mind seems to be quite creative, and deterrents are sometimes just another challenge to conquer. The solution may not be in a particular device as much as a design philosophy and financial model. Does reducing losses justify a more robust (and costly) design that encloses, protects, and monitors the network? Some parts of a network can be made more robust with a fairly direct and predictable result. With theft, the challenge is to be able to couple the improvements and deterrents to lower losses, but the unpredictable wildcard is the devious mind of the criminal.

What is the first thing you think of when you hear the term “Right-of-Way” (ROW)? What can providers do to reduce the backlash from residential NIMBY (Not In My BackYard) Syndrome? 

The term “Right-of-Way” has become somewhat more complicated over the last 10 or 15 years. The utility should have certain entitlements to deploy equipment, cables, and networks in that ROW. Regardless of ROW or private land, the placement of network equipment is coming under much more public pressure than it did in the past. NIMBY is prevalent not only among residential customers, but also among city planning boards, public action groups, conservation groups, etc.

At a recent state wireless conference I attended, a city planning board member explained their new requirements that all communications infrastructure, short of the antennas, was now required to be underground. The cost to implement underground equipment as a solution to NIMBY is significant. There is a painful irony that consumers want the latest services and connectivity, but are not willing to accept the fact that those great services require infrastructure. It seems reasonable to expect that communications providers will continue to be challenged to satisfy the NIMBY issue, especially since the public is so closely coupled to the local governments that are responsible for land-use issues.

When you look to promote someone to manage other team members (from within your own organization), what are the 3 character traits you look for and what is the knowledge base that person must have to survive in their new role?

Promoting a team member into a management position is similar to hiring a new manager, except that you have had the benefit of a longer interview. There are certain leadership and coaching qualities that must be present in any managerial candidate, but there is not a precise equation of skills and qualifications that results in a successful manager. In addition to leadership and coaching, attitude is imperative. Obviously there are other fundamental skills required, but the attitude and people skills are very important and, in most cases, outweigh other qualifications. You can train a new manager in business skills, processes, and new technology. It is quite another thing to change someone’s basic character and attitude. These traits are wired pretty deeply into the individual, and you have to select someone who will fit the culture and style that you want to build in an organization.

Joe Blanchard has served as Vice President of Product Line Management for ReliOn since July 2005, having joined ReliOn in April 2005 as Senior Director of Product Line Management. Blanchard spent the previous 18 years with Fujitsu in Richardson, TX. During his tenure at Fujitsu, Blanchard held various management positions in Development, Product Management, Product Support, and Services. Prior to Fujitsu, he worked in product development for Rockwell/Wescom and GTE Automatic Electric. For over 26 years, Blanchard has been involved in the design, development, marketing, and support of products spanning fuel cells, access & broadband systems, telecom cabinets & power systems, optical transport systems, and switching systems. He earned his B.S. in Design Engineering from Brigham Young University. Joe can be reached at email jblanchard@relion-inc.com.

With more than 3.2 megawatts of fuel cell product delivered to more than 1,100 customer locations, ReliOn is a world leader in the delivery of hydrogen fuel cell systems for backup power at communication sites. ReliOn works with wireless, wireline, and government communications customers to provide solutions to power requirements between 50 Watts and 12 kW. ReliOn’s patented solutions provide highly reliable, fault-tolerant, clean performance and extended runtime at a lifecycle cost benefit over many other backup power options. For more information, contact Fuel.cells@relion-inc.com and visit www.relion-inc.com.

ReliOn
15913 E. Euclid Avenue
Spokane WA 99216
Tel: 509.228.6500
www.relion-inc.com
 

What’s your take on the 2011 2nd installment of our Thought Leaders Forum? Leave a comment and get the conversation going.