In this uncertain economy, OSP® Magazine’s 2009 Thought Leaders Forum is even more relevant for our segment of the telecom industry. Therefore, we’re excited to have six executives slotted for this year’s Thought Leaders Forum. This group represents the diversity of our industry and includes ILECs, IOCs, and their leading vendor partners.
One key to being a true Thought Leader is to deeply understanding your company’s business, the needs of its customer base, and the broader industry in which that company must thrive. The second key component has to do with how that leader leads his or her team. An authentic Thought Leader must inspire the best and most proactive amongst his or her team – not by force but by passion.
That’s why I’m especially excited about OSP’s 2009 Thought Leaders. These folks are leaders who chose to contribute to their company and their organizations and communities. From making tough infrastructure development and sustainability decisions to volunteering their time to their local community – these executives walk their talk.
Join me in learning more about them in this year’s three-part Thought Leaders Forum. I truly believe that Thought Leadership is becoming a discipline in its own right. For us to remain strong during this highly uncertain time, we must understand our businesses’ core practices, position ourselves and our companies in the most advantageous position, and then inspire others to help meet our companies objectives for growth.
To thinking outside the box,
Sharon
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Senate Stimulus Passes With $7B Broadband Investment Plan
With the Senate passing its version of the American Recovery and Reinvestment Plan, we now know it includes $7 billion in broadband investment. While this represents a $2 billion cut for broadband from the original Senate proposal, it is still more generous than the $6 billion in the bill passed by the House of Representatives last month.
The stimulus bill now moves to conference, where Senate and House conferees will iron out the differences. Besides the divergence in the funding levels, conferees will address a number of issues.
The Senate Broadband provisions fund grants to public-private partnerships, state and local governments, and non-profits with the purpose of deploying broadband in unserved and underserved areas and increasing adoption rates. Unlike the House bill, grants are technology-neutral, and allow local communities working with providers and stakeholders greater flexibility in crafting proposals geared to local needs.
Under the Senate provisions, the grants will be administered by the National Telecommunications and Information Administration and require a 20 percent match.
At least 50 percent of the funding must go to rural areas. The House bill divides the funding between the NTIA and the Department of Agriculture’s Rural Utilities Service (RUS) and has no match requirement. Putting grant-making authority in one agency - the NTIA - will reduce confusion, inconsistency, and repetitiveness.
Of the $7 billion total available in the Senate bill, $250 million is allocated to increase adoption rates, $200 million for upgrading technology and capacity at community computing centers such as libraries and community colleges, and $350 million for funding the Broadband Data Improvement Act. An additional $100 million is included for the Department of Agriculture Rural Utilities Service’s distance learning and telemedicine broadband loans and grants program.
The Senate bill provides temporary, targeted tax credits for investment in rural broadband deployment. Because tax incentives flow through the economy more quickly, a combination of tax incentives and grants will be most effective in spurring broadband and creating jobs. The House bill does not contain a broadband tax provision.
Source: “Senate Stimulus Passes With $7B Broadband Investment Plan.” Speed Matters. Posted February 10, 2009. www.speedmatters.org.
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Just a few years ago, service providers drew a very clear line defining their responsibility once they connected a residence to their network. They refused to partake in the home’s internal network, especially the devices that consumers use. However, this attitude has since changed in the face of fierce competition and in a market where consumers are looking to connect multiple devices to the home network for rich media distribution around the home.
A recent ABI Research study focused on residential gateways forecasts intelligent broadband gateways to produce double-digit annual growth results over the 6-year forecast period ending in 2013.
ABI Research industry analyst Serene Fong notes: “Intelligent broadband gateways will gain popularity and account for more than 40% of home networking CPE shipments by 2012. Basic equipment with limited intelligence and management capabilities currently dominates more than half of the market, but it will soon be phased out as full-fledged intelligent multimedia boxes with high throughput take over.”
Broadband households have a much higher propensity to adopt home networks, and the number of households with data networking and gateway solutions will continue to grow.
Source: ABI Research. www.abiresearch.com
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Proponents say this $7 billion will create jobs up and down the economic food chain. Robert Atkinson, president of the Information Technology and Innovation Foundation, purports that the jobs will include the construction and telecommunications workers who must dig up streets, lay fiber, and install wireless towers, as well as the engineers and factory workers at companies that make the fiber, electronics, and computer equipment needed to build the networks. Much of that equipment is made overseas now, but Atkinson’s projections exclude jobs that would go abroad.
Broadband also produces what Atkinson calls a “network effect” that creates many more indirect jobs. People who sign up for broadband, for instance, are more likely to purchase a new computer and buy services online, he said. Broadband also serves as a foundation for businesses that otherwise might not exist - from Internet retailers to online entertainment services to social networking.
The Fiber-to-the-Home Council also recently released a report in concert with the economic consulting firm Empiris LLC. The group found that enactment of tax incentives for the deployment of networks running fiber all the way to premises would generate more than 200,000 direct jobs in each of the next three years and increase economic output by more than $100 Billion. The report states that a key reason for these substantial job benefits is that labor accounts for almost one-half of the money spent to deploy networks with direct fiber connections. In addition to the direct effects, increased broadband penetration from these proposals would indirectly generate another 360,000 new jobs, according to the report.
Sources:
Empiris LLC. www.empiris.com [2]
Fiber-to-the-Home Council. www.ftthcouncil.org [3]
Information Technology and Innovation Foundation. www.itif.org
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Why Spend $350 Million to Map Broadband?
By Saul Hansell, The New York Times
Deep inside the stimulus bill that passed the Senate Tuesday is an allocation of up to $350 million for making a “nationwide inventory map of existing broadband service capability and availability in the United States.” This map, members of Congress say, will be helpful in making sure that the $7 billion in proposed grants to bring high-speed Internet service to rural areas are handed out where they are most needed.
On first glance, that seems like a lot of money to find out who can get broadband and who can’t. After all, can’t pretty much any Internet provider tell you over the phone or on its Web site whether it offers service?
Of course it can. But that doesn’t mean it will give the same information to the government. And some advocacy groups are arguing that the stimulus bill needs a provision that will force cable and phone companies to disclose more data in order to make this broadband map more accurate and cheaper to produce.
To be fair, several states have tried to create maps of Internet service and found it to be a technical challenge.
“There is no single standard for information, and it takes considerable effort to get to the point where the data makes sense,” said Brian Mefford, the chief executive of Connected Nation, a nonprofit group that got its start helping the state of Kentucky develop a map of where high-speed Internet service was available. In some cases, the information from Internet providers was so poor, Mr. Mefford said, that the group had to send people out in trucks to see firsthand where service is available.
Mr. Mefford notes that not all of the $350 million will go to the maps themselves. Some of it will also finance local groups that will find ways to educate and encourage people to get broadband service. Some states, for example, have found ways to subsidize low-income parents of school-age children to buy computers.
Now to the politics: In many states that have surveyed broadband use, the cable and phone companies declined to provide some of the information that was requested. And in most cases, when the companies did provide data, they demanded it be kept confidential. That meant that while the broadband maps accurately identified areas that lacked fast Internet service, they typically couldn’t be used by anyone who wanted to tell what services were available at what speeds and prices.
Mr. Mefford says Connected Nation is comfortable working with these restrictions, but others who have worked trying to expand broadband use have railed against them.
“We ask carriers on a specific location basis what services they are providing,” said Drew Clark, the founder of BroadbandCensus.com, a Web site that is trying to build its own database of what Internet service is offered where. “They argue with a straight face that it is proprietary information where they offer service, even though every consumer who has broadband service knows who they get it from and where they live,” Mr. Clark said.
Indeed, Congress wrestled with this issue last year when it passed a bill calling for a government broadband map. (That bill didn’t allocate any money for the project, however, which is why the $350 million is tucked into the stimulus bill.) The House version of the bill last year called for the collection and disclosure of detailed information about what services are available in what places, but that provision was removed in the Senate, reportedly at the request of telecom companies.
The Internet providers say they are afraid that if they published a map of the services they offered, competitors would know exactly what pitch to send to which customers. Yes, those rivals have other ways to find out where they do business, but none are as easy as downloading a complete list.
Why not publish information that will let companies offer Americans better deals on Internet service than the ones they have now? And for that matter, if the government has a reason to collect a list of all the services available, why shouldn’t it let consumers look up that information to help them shop around?
Now, however, there seems to be a bigger issue than the trade-offs between the rights of consumers to get better deals and the rights of businesses to keep their operations secret. The federal government is about to spend a great deal of money to subsidize broadband construction and a good deal more to make a map of where that money should go. Congress, as well as the regulators who will carry out the new law, should look carefully to see if the reluctance of the cable and phone companies to provide customer data will slow down these efforts or make them more expensive.
Mr. Clark argues it does. “If the federal government is about to spend up to $9 billion on broadband,” he said, “it needs to know with a high degree of specificity who is providing broadband now, what technologies are being employed and at what speeds.”
Source: Hansell, Saul. “Why Spend $350 Million to Map Broadband?” The New York Times. February 11, 2009.
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Dr. Marcus Weldon
Chief Technology Officer, Wireline Networks Product Division
In the near future, how will the broadband investment plan impact providers, contractors, and vendors?
These programs represent a historic opportunity to enhance the lives and economic well-being of people throughout the United States, while providing a mechanism to help build an optimal network for the next 50 years.
Existing broadband carriers can expand broadband connectivity to territories and markets that historically have been out of reach. Other operators, governments or private institutions have the opportunity to enter the market for the first time. Expanding service area and enabling broadband services will play a big part in ensuring the business and the economic viability of smaller and rural communities nationwide.
Alcatel-Lucent has a strong relationship with government stakeholders and the ability to assist operators preparing grant applications, along with subsequent follow-up and advocacy with NTIA and RUS program administrators.
Is the broadband mapping initiative something valuable for our industry? What impact will it make on providers’ initiatives to deliver higher broadband speed to both the Have’s and the Have Not’s? How can they do all this while the economy is forcing them to reduce their CapEx/OpEx?
Broadband mapping is important for all stakeholders in the U.S. market. New market entrants with mapping information can maximize the competitiveness of their deployments. Armed with better information, the tech sector can apply innovation and creativity to new solutions that are valuable for ensuring no community is left behind in terms of both supply and demand. Policy makers, properly informed about the actual status of broadband availability nationwide, can pursue policies based on fact, not conjecture. While comparing U.S. broadband market to markets abroad is like comparing apples to oranges, a nation that will see 50 million homes connected to FTTx by 2010 is doing many things right.
What does this intelligent broadband gateway forecast point to for service providers in terms of leading broadband technologies, osp field techs’ responsibilities, and current and future market dynamics?
The deployment of intelligent broadband gateways into mainstream consumer homes signals a significant inflection point in the marketplace, one that can enable service providers to dramatically broaden their business opportunities by offering consumers new services and applications that simply are not possible with the current infrastructure. The added capabilities these devices bring into the home will help service providers merge the functionality of the network with the creativity of the Web to deliver unique services and develop new business partnerships and revenue streams. It ultimately will improve the web experience for end-users and enterprises, while enabling improved ROI for the nation’s service providers.
With these small devices in consumers’ homes, service providers will be able to better serve their residential customers by making it possible for them to offer innovative services and features that the homeowner is willing to pay for. These devices will be a key link that will enable the service provider to combine the trusted capabilities of the network (security, integrity, quality) with the
creative freedom of the Web and make it work together.
But to make this happen, service providers need to invest in the technologies and solutions that extend their visibility and management reach both deep into customer homes at one edge of the network and into their content partner systems at the other end. This is unchartered territory for most but an essential requirement that must be met if service providers want to leverage the revenue and customer relationship opportunities afforded by these new intelligent devices.
Dr. Marcus Weldon, is CTO for the Wireline Networks Product Division in Alcatel-Lucent and is also a member of Bell Laboratories. He joined AT&T Bell Labs in 1995, winning several scientific and engineering society awards for his work on electronics and optical materials. In 2000, Dr. Weldon started work on fiber-based Broadband Access technologies and, in 2005, became the CTO for Broadband Solutions business group in Lucent Technologies, with responsibility for wireline Access Networks and IPTV. He was subsequently appointed as CTO of the Fixed Access Division in Alcatel-Lucent following the merger of Alcatel and Lucent in December 2006, with responsibility for IPTV, xDSL and FTTH, and Home Networking. He holds a B.S in Chemistry and Computer Science and a Ph.D. degree in Physical Chemistry from Harvard University. Marcus can be reached at marcus@alcatel-lucent.com.
Ernie Carey
Senior Vice President-Construction and Engineering
In the near future, how will the broadband investment plan impact providers, contractors, and vendors?
The impact to AT&T will likely be fairly minimal. We were not seeking funds from the stimulus package during the legislative process. We are examining the legislation, however, with a view toward any ways it might advance AT&T’s already significant investment in broadband deployment. We already are able to serve 100% of our consumer homes with a broadband product offering, more than 85% of which are via a terrestrially based solution.
The Federal commitment to expanding and strengthening our broadband networks will do a great deal to help our country on many different fronts. It will connect more Americans to educational and employment opportunities. It will cut energy consumption and reduce environmental damage. It will spark the creation of new businesses and accelerate the velocity of others. And it will level the playing field for people and businesses in our rural and under-served areas.
What does this intelligent broadband gateway forecast point to for service providers in terms of leading broadband technologies, osp field techs’ responsibilities, and current and future market dynamics?
I remember telling folks at OSP EXPO 2005 in Fort Worth, Texas, that home networking was about to become a big darn deal, and nothing in the subsequent roll-out and scaling up of our U-verse product set has changed my mind. If anything, the way I say it today is, “HOME NETWORKING IS A BIG DARN DEAL!”
The ability to install, operate, and maintain complex in-home LANs, that have video, data, and voice traversing them, in a manner that minimizes expensive truck rolls and is responsive to our customer’s issues, isn’t a trivial issue. Putting very capable northbound OSS systems in place to accomplish this is not only expensive, but is also table stakes in today’s very competitive consumer market. AT&T has been making these investments since the initial rollout of the U-verse service set. I see that continuing as we drive ourselves to continue to delight our customers.
With layoffs, consolidations and consistent dire economic news, what can you do to motivate your teams to perform for your company’s objectives? If you use contractors, how do you handle contract management in such a way that provides tight fiscal controls yet encourages not cutting corners? How do you keep yourself motivated and driven to deliver as you see your teams dwindle? What’s your best advice for someone within our industry who has recently lost his/her job?
Great companies are “great” in good times and bad times, and, make no mistake, we believe AT&T to be a great company. We pride ourselves on having an experienced senior leadership team, solid financial discipline and a strong balance sheet. As such, we’re able to continue to invest in our business throughout the business cycle and be opportunistic as we look to fill in gaps in our portfolio. Great companies use down cycles as opportunities to grow share and to be best positioned for the next upward cycle. That has been, and remains, our plan.
There will always be a place for great individuals. Having said that, each of us has an obligation to constantly look at ourselves to ensure we are constantly retooling ourselves for next week’s game, not last week’s. My mother use to tell me that “If you’re good you don’t need to tell anyone as they’ll find out soon enough”. That’s some of the best advice I ever received.
Ernie Carey, Senior Vice President-Construction and Engineering, is responsible for planning, design, construction, and capital maintenance of the wireline and wireless network infrastructure across AT&T’s national footprint, including Hawaii, Puerto Rico, and the Virgin Islands. He is also responsible for the Lightspeed build, which prepares AT&T facilities to be able to support the entire U-verse product set; i.e. voice, video, and data. He was appointed to his current position in March 2008. Since July 2007, Carey served as Senior Vice President - Network Services for AT&T Southwest. Previously he served as Vice President, Advanced Network Technologies, where he was responsible for the network planning and engineering for AT&T’s premier video offering, AT&T U-verseSM TV. Carey began his career with Southwestern Bell in 1975, in Houston, after graduating from college and holds both BBA and MBA degrees. Ernie can be reached at ernest.carey@att.com.
Minesh Patel
VP, OSP Business Unit
In the near future, how will the broadband investment plan impact providers, contractors, and vendors?
The stimulus package certainly creates activity and focus on many levels. Initially, providers are trying to understand how to access the funds, while contractors and vendors are placing resources on understanding which providers receive the funds and how they intend to use them. This in itself may save some jobs immediately. However, injecting $7B over three years within an industry that capitalizes well over $50B isn’t really the big trigger headlines are making it out to be. It mostly serves as a diversion for our industry away from the gloom and doom of the overall economy and, at best, is a little extra incentive for rural providers to move forward on existing plans.
For rural providers, the stimulus package will help accelerate efforts to reach customers that otherwise would not receive broadband. Rural providers will be investigating more thoroughly extended-reach technologies and hardware that can be utilized to expand their broadband footprints.
In the end, the key to defining the value of the stimulus package will be the value subscribers receive from their broadband connections. If subscribers adopt and upgrade their services, providers will continue making their own investments. Subsequently, contractors and vendors who provide valued products and services will benefit.
What does this intelligent broadband gateway forecast point to for service providers in terms of leading broadband technologies, osp field techs’ responsibilities, and current and future market dynamics?
We are already seeing today, with new services that deliver voice, video, and data over a single outside plant network, that providers are investing more time at the premise to own a greater share of the subscriber’s telecommunication budget. This type of investment will require high retention rates to ensure a profitable payback. It is important to recognize that the OSP field techs are the most visible face of the provider, and that they have a significant impact on the how the subscriber perceives the services purchased.
From the vendor and technology perspective, the economics and the variability inside each home are certainly drivers for more in-home distribution technology and solutions. Finding the right means to facilitate lower-cost subscriber self-installation for all the new services will be the Holy Grail pursuit for the broadband-focused vendor community.
With layoffs, consolidations and consistent dire economic news, what can you do to motivate your teams to perform for your company’s objectives? What’s your best advice for someone within our industry who has recently lost his/her job?
Over the past decade, current and former employees in the telecommunications industry have risen to many challenges: increased competition for subscriber revenue, competition from off-shore OEMs, technology shifts, management of excess capacity, mergers, and acquisitions. These challenges became opportunities in the form of growth and improved service.
With a few exceptions, our industry leaders have managed our businesses effectively to avoid being in the proximity of the epicenter of our nation’s economic woes. Much of this was accomplished with fewer people who extended themselves to do more.
Everyone is wearing more hats these days, and therefore, they have developed a broader and/or deeper base of skills when compared to people from other industries. Although this may not benefit them immediately, it certainly gives telecom-experienced employees an advantage when engaging a broad spectrum of industries for re-employment should they lose their job.
Minesh Patel, joined Charles Industries in September 2006 as Vice President of Broadband, Access and Transmission business unit. Upon consolidation of all Telecom business units in January 2008, he was appointed to Vice President of Charles’ OSP Business. Patel possesses nearly 20 years of industry experience ranging from service provider to product development. He earned a Bachelor’s degree in Mechanical Engineering from the University of Illinois at Chicago and an MBA from the University of Chicago. Minesh can be reached at mpatel@charlesindustries.com [4] and mktserv@charlesindustries.com.
Dr. Bernhard Deutsch
Director of Marketing and Market Development
In the near future, how will the broadband investment plan impact providers, contractors, and vendors?
Studies from the MIT, Ovum, and the Strategic Network Group demonstrate that broadband deployments frequently create jobs in two ways. In the short-term, the deployment of the network itself will need network designers and planners, OSP and CO technicians and construction workforces to put the network in place. Jobs can be created in engineering and manufacturing of domestic suppliers as well. In the mid- to long-term, service providers will need more staff for the selling, billing, and customer service support of the new network. Innovative equipment suppliers will likely reinvest in new technology development, furthering the trickle down effect. Broadband communities also become more attractive to new companies and residents – Bristol, Virginia; Jackson, Tennessee; and Fort Wayne, Indiana; are examples of areas where FTTH networks created a very positive impact on the local economy. Small and large manufacturing, engineering, and distribution companies reported increased sales and efficiencies over a period of only one to two years after the deployment – including the service provider itself. There is definitely an opportunity for contractors and vendors too, but they will need to compete to provide the best solution for the service providers.
Is the broadband mapping initiative something valuable for our industry? What impact will it make on providers’ initiatives to deliver higher broadband speed to both the Have’s and the Have Not’s? How can they do all this while the economy is forcing them to reduce their CapEx/OpEx?
The Broadband Mapping initiative is intended to understand the different levels of broadband availability across the U.S. It will effectively show where the U.S. ranks compared to other nations and where our weak spots are. Consultant and survey companies will see immediate benefit from these funds as they execute the task. Most service providers probably already have the relevant data for their competitive marketplace; however, it will reveal the business case dilemma to deploy broadband networks in rural areas to a larger audience. If the map is delivered in a timely fashion, it may serve as one of the criteria to direct funds from the other stimulus plans to the appropriate locations.
What does this intelligent broadband gateway forecast point to for service providers in terms of leading broadband technologies, osp field techs’ responsibilities, and current and future market dynamics?
The convergence between the OSP and the in-home network started when service providers offered Internet service via DSL modems. As shown in the February 2009 issue of OSP® Magazine (“What NID to Wear?”), the network interface device served perfectly as the demarcation point for many years but is now supporting this convergence. The availability of FTTH networks accelerated this migration because its capability allows service providers to offer very competitive and interactive video services and allows consumers to connect more and different devices to take advantage of the increased bandwidth. Both require service providers to ensure the in-home network functions appropriately. Field technicians will need to be able to service the inside plant to ensure a satisfying consumer experience. In return, this will allow service providers to add offerings to their portfolio to create more revenue and higher customer loyalty. Ensuring the in-home copper cabling is capable of delivering the promise of fiber-to-the-x is paramount. Maybe the next game changer is fiber-in-the-home?
Dr. Bernhard Deutsch is the director of marketing and market development for Corning Cable Systems. With more than 15 years of experience in the telecommunications industry, he has served on the Sector Board for the International Electrotechnical Commission (IEC), as Chairman of the Technology Committee of the FTTH Council and on the advisory boards of Paxio Inc. and several telecommunications publications. Before joining Corning, Bernhard held several management positions at Siemens AG with responsibilities for application and system engineering, business development and strategic planning. He holds more than 10 patents and is the author or co-author of 4 books and more than 30 international publications. He has a master’s degree and a Ph.D. in electrical engineering, both from the University of Kaiserslautern in Germany. Bernhard can be reached at bernhard.deutsch@corning.com.
George Spengler
VP OSP Network & Power Engineering
Is the broadband mapping initiative something valuable for our industry? What impact will it make on providers’ initiatives to deliver higher broadband speed to both the Have’s and the Have Not’s? How can they do all this while the economy is forcing them to reduce their CapEx/OpEx?
Identifying the availability of broadband services would improve the deployment of broadband only if it is administrated correctly. To be useful and help facilitate the broadband grants in the stimulus package, the data needs to be standardized, vendor neutral, and would need to be completed in the very near future.
However, the mapping initiative could actually slow the deployment of broadband to underserved areas. While the intent of the bill is to spur development in under-deployed areas, it also could inhibit competition in these areas by essentially giving an in-depth competitive analysis to providers deciding where to deploy.
The number of providers that can be supported by these markets is limited. If an area is already served at a remedial level by one provider, a competing provider may be reluctant to invest the considerable capital needed to deploy alternative or improved broadband options.
With layoffs, consolidations and consistent dire economic news, what can you do to motivate your teams to perform for your company’s objectives? If you use contractors, how do you handle contract management in such a way that provides tight fiscal controls yet encourages not cutting corners?
During periods of low morale, the antidote to a poisonous culture is transparent and open communication. When there’s a lack of information from management, it’s human nature to simply make it up. So it’s vital for managers to communicate what we are doing to prepare for, and manage through, the economic downturn as well as allow each team member to clearly understand the important role they play in the success of the team and the organization.
Additionally, this has to be a two-way communication. No one understands their particular job intricacies better, or where inefficiencies lie, than the frontline team members who have tremendous insight as to where we can reduce costs and improve operations.
Prequalification of contractors is critical, and the risk of a contractor becoming insolvent and being unable to perform has increased. Thus, a contractor needs to prove they are financially viable, and have the technical skills and tools available to perform. In the current economy, contractors are aggressively pursuing work, we have to be careful not to leverage a vendor to the point they are putting themselves in a position where they cannot succeed on a given project. It may cost you more in the end.
How do you keep yourself motivated and driven to deliver as you see your teams dwindle?
The lessons learned in the downturn of 2001 will definitely help us manage through this current cycle. It’s times like these that are not just challenging, but also present incredible opportunities for ingenuity, vision, and efficiency. As in the past, these challenges will provide us growth and learning experiences enabling us to be more successful in the future. Finding motivation with these challenges is easy; working through them can be quite difficult.
The current economic environment is tough, no doubt. But we must keep our eye on the long term. The economy will turn around, and we need to be positioned to take advantage of the growth when the time comes.
George Spengler is Vice President, Outside Plant Network and Power Engineering for PAETEC. He is responsible for the operation, engineering, construction, maintenance and repair of PAETEC’s extensive fiber network, as well as the design, repair and expansion of power and environmental systems. After joining the company in 1998, he has held various management positions with increasing responsibility within engineering, operations, planning, real estate, facilities and outside plant. George can be reached at george.spengler@paetec.com.
Trent Clausen
Director of OSP Engineering
Is the broadband mapping initiative something valuable for our industry? What impact will it make on providers’ initiatives to deliver higher broadband speed to both the Have’s and the Have Not’s? How can they do all this while the economy is forcing them to reduce their CapEx/OpEx?
Deploying broadband to unserved areas, which typically are rural communities, is capital-intensive because they are located in geographically expansive and sparsely populated regions. The costs of extending the necessary facilities to these hard-to-serve areas far exceed any potential return on that investment.
That is why the focus of the broadband stimulus, which includes funding for a national broadband mapping study, should be on reaching those who currently do not have high-speed Internet access. That will help minimize the existing digital divide and bring rural areas into the 21st century.
We will have a better idea about CapEx requirements when the federal agencies that are administering the broadband program announce how it will be implemented. However, industry studies have shown that an increased investment in broadband would be a stimulus for creating thousands of new jobs throughout the economy.
What does this intelligent broadband gateway forecast point to for service providers in terms of leading broadband technologies, osp field techs’ responsibilities, and current and future market dynamics?
Our culture is rapidly accepting the converged services model where voice, video, data, and wireless are available across the same equipment and the same connection in the home. The continued proliferation of these connections is key to providing services at the speeds necessary to feed multimedia-rich home environments.
As providers see opportunities to deploy technology past the classic demarcation point, there is a greater need for technicians to be trained and equipped to perform varying levels of network management. This need is tempered by the level of automation maturity within the technology deployed (technologically mature products are generally easier to install and maintain by users). The lag in this process can pose problems for providers in terms of excessive cost, as well as frustration – by customers and providers – as the usability of the product, the test equipment and the technical savvy of the workforce play catch up.
Providers are wary of the havoc “shotgun deployments” can wield. Ultimately customers will drive the deployment of cheaper devices, with increasing levels of sophistication and usability, and providers must be ready and nimble in addressing the need.
With layoffs, consolidations and consistent dire economic news, what can you do to motivate your teams to perform for your company’s objectives? If you use contractors, how do you handle contract management in such a way that provides tight fiscal controls yet encourages not cutting corners? How do you keep yourself motivated and driven to deliver as you see your teams dwindle? What’s your best advice for someone within our industry who has recently lost his/her job?
Customers keep providers in business.
And while passionate focus on service can accelerate a provider ahead of the pack in customers’ eyes, it’s not the only consideration factor. Employing strong business acumen and ethics, as well as maintaining strict operating principles, help make a provider more competitive in the marketplace.
In today’s economic times, it’s even more important to double the thoughts and efforts that go into perfecting the customer experience and optimizing business operations.
Best advice: Keep the company’s eyes open for opportunities, call on your network, and demonstrate passion for your profession. Commit to be a student of it.
Trent Clausen is director of Engineering and Construction Operations in Qwest’s Midwest region. His engineering responsibilities cover five states within Qwest’s local-service territory and his construction role oversees the Minneapolis-St. Paul area. Prior to this, Trent was network director for Qwest’s operations at the 2008 Republican National Convention. Since joining Qwest in 1998, the Minnesota native has held management positions in various departments throughout the company, including repair, dispatch, and assignment centers, field operations, planning/budgeting, and engineering. Trent can be reached at trent.clausen@qwest.com.
What’s your take on these questions and answers? Leave a comment and get the conversation going.