Women in Towers: Europe

TowerXchange is committed to encouraging and enabling diversity across communications infrastructure. As part of our ongoing work in the tower community, we have spent several months working with some of the most senior women in European towers and profiling them for this new feature. Women in Towers is a live project and we will be updating it regularly, as well as adding in content for the other regions we serve. We have been delighted with the industry response to this project and hope to reflect the seniority and diversity of the experts we work with throughout our Meetups in 2018 as well. If you’d like to be considered for this feature, or to nominate a colleague, please email me frose@towerxchange.com

I got introduced to the telecoms world a long time ago at Ericsson in the UK back in 1992. However I really began my ‘infrastructure’ career in 1997 working in procurement at EnerTel, the first challenger to KPN for voice in the Netherlands after the liberilisation. At the time, EnerTel had taken the decision not to also go for a mobile license and so I was involved in a project transferring greenfield and rooftop contracts that EnerTel had already acquired in anticipation of the mobile license, to Ben (now T-Mobile Netherlands). I was quite intrigued by how Ben had awarded Nokia a turnkey contract to roll out their whole mobile network from start to finish, and so decided to leave EnerTel and join Nokia to be part of this exciting roll out of a new mobile network in the Netherlands.

At Nokia I started as Site Acquisition Negotiator and not long after I became Regional Site Acquisition Manager. In 2000 I left to join my partner who had moved to London to set up the InterXion DataCentre. In London I joined Colt (City of London Telecoms/Technology Services), a Europe-wide provider of different of fibre metro networks, initially as a project manager DSL unbundling Local Loop in the UK, later, over a period of over 10 years, followed by various programme management roles in engineering, network operations across Europe and India.

An opportunity arose in 2012 when Arcus Infrastructure Partners acquired 461 towers from KPN through a share purchase agreement. Our paths (fortunately) crossed and I was given this amazing opportunity and assignment to launch Shere Netherlands and manage the assets. At that time Shere Ltd had already been in existence as a successful tower and land management company in the UK since 2004.

I started with the recruitment of the team, finding an office, doing a handover with the former KPN staff and went from there. At the same time the LTE rollout was just beginning in The Netherlands.

From that moment on I found myself looking up (spotting the Shere towers) instead of looking down (spotting Colt the manholes) anywhere I went.

In July 2016 Cellnex Telecom acquired Shere’s competitor in Netherlands, Protelindo with 260 towers. A few months later Cellnex also acquired Shere Masten. This meant the very quick integration of Protelindo (renamed Towerlink Netherlands B.V.) into the Shere Masten team and a joint integration of ‘Cellnex Netherlands’ as such into the new parent organisation; Cellnex Telecom. A lot of my time over the last year has therefore also been dedicated to organisational matters.

Cellnex in Europe is much more than ‘just’ a tower company. In addition to this, Cellnex recently acquired Alticom in the Netherlands, thus also starting operations in broadcast and data centres. All this means that we are now actively looking for other opportunities that will bring us more in line with the businesses Cellnex is involved with such as DAS and small cells, 5G, Smart Cities and Edge Computing

My role has changed from startup, operational to consolidation, followed by integration and now more focusing on business development. And this variation is exactly what makes my job challenging and fulfilling.

Just two months after my start date in March 2012, the Shere team was fully up and running and had taken over the responsibility for the KPN towers four months ahead of target. More than anything building an efficient stable team of dedicated professionals and building a trusting relationship with our customers, (not limited to) the four MNO’s in The Netherlands, has been my greatest professional achievement. We offer speed and a professional yet personal service to our customers with clear processes and quick response times.  All this resulted in an increased value of the company and the acquisition by Cellnex Telecom. Despite of the fact we are now part of a large European and listed company, we remain a hands on and lean team focused on our customers and operational excellence.

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I joined 3UK in 2005 to head up their legal property team, managing the retail property portfolio and the roll out of the 3UK Network. After four years, I moved to MBNL - a Joint Venture between 3 and T-Mobile (now EE). I was one of the founding directors and played a key role in developing and delivering the strategy for the consolidation of their 3G networks. We delivered the projected cost savings and other synergies for both shareholders.

The MBNL Network was the first consolidated mobile network in the UK.

In 2015 I joined CTIL (a JV between Vodafone and Telefonica) as General Counsel and Director of Property. I established the in-house legal team and restructured the Property and Estates Team to support the shareholders’ ambitious plans for a joint network across the UK. In order to meet the challenging timelines of the shareholders, we reviewed and re-defined the strategy and accelerated the consolidation, recovering missed timelines and implementing new business processes which would enable us to achieve further improvements to the key performance indicators of time, cost and quality.

The CTIL Property team is playing a key role in the introduction of the Electronic Communications Code, developing standard documentation and processes for the telecoms industry once the new Code is introduced. We are working closely with the Property industry to drive a culture of change in the relationship between the Landlords and Tenants in the telecoms infrastructure domain with a view to supporting and ultimately delivering the Government’s ambition to improve connectivity in the UK. We are pulling down the traditional barriers and addressing key issues raised by the Code in a collaborative and cooperative manner. This is a strong focus area as I firmly believe this to be the way forward if the UK is to compete in the Global marketplace and provide the support to the UK Government’s commitment to build world Class infrastructure and improve connectivity.

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I have been working in the telco environment for the past 14 years. After finishing my law studies in Bonn and Lausanne, Switzerland with a doctorate, I started working in the legal department at Deutsche Telekom in 2003. The focus of my thesis had been on competition law, therefore I was looking for an employment in a bigger company with their own marketing department that I could advise as a lawyer concerning their advertisements.

After different roles in the legal department and later on in the human resources department at Deutsche Telekom I took the opportunity to lead the human resources department at Deutsche Funkturm in 2012. After two years developing employees’ skills and launching an individually designed training to promote aspiring young female employees, I wanted to change into the “operational” part of the business and I became head of site acquisition in Bavaria, a task that perfectly fitted with my studies in law. These last two years I have been working as branch officer in our regional office in Munich. I could extend my knowledge about technology while being responsible for the realisation of infrastructure for mobile networks in southern Germany.

Me and my 40 colleagues are responsible for the rollout of radio network infrastructure in the area between Ingolstadt and the border to Austria. Building infrastructure for mobile network providers means that we support network providers in selecting the suitable site, renting the needed area and providing them with planning sheets and site documentation. Furthermore we organise the construction and maintenance of the infrastructure, get permissions if necessary and stay in contact with the municipalities.

Working in a technical environment, almost exclusively male dominated, is very challenging, all the more for me as a non-technician. And of course our operating goals are very ambitious. But I am very happy and thankful to be working together with many competent and supportive colleagues.

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After a short but significant experience in Finance Department of Ethicon – part of the Johnson & Johnson Group -  I began working for TIM in 1996. For the first four years I worked as a professional in the Total Quality Department with the objective of improving service levels and customer satisfaction by reengineering some core processes, such as billing, network delivery, complaints and credit management. After this I spent more than 10 years within the HR Department of TI – the Italian incumbent - where I was responsible for organisational development leading a turnaround toward a more agile and lean organisation. During this period I was involved in transformation projects related to the infrastructure of both our mobile and fixed networks.

In 2014 I served the company as HRBP Manager - Human Resources Business Partner - with the ambitious goal of reskilling and empowering the sales forces, then in 2015 I joined INWIT as HR Director.

Within INWIT I was responsible for building team management, core processes, organisation and capabilities from scratch, playing a critical role in building the company, which is now considered one of the best tower operators in Europe. Since 2015 the scope of HR Department has been to transform the tower department of TIM into an independent company with autonomous processes, systems and resources. Moreover, the strategic achievement has been to build a new culture and a new vision in people through strong internal communications.

Once we were past the start-up period, HR’s role has focused on performance improvement. The HR department is responsible for hiring and firing, training and talent development, performance evaluation, compensation, payroll, administration, organisation and so on. But ultimately the HR department is asked to have a practical understanding of business needs and to reflect that in HR processes. The innovative attitude of the company - which has created new business lines – has necessitated the hiring of new strategic skills and the transformation of existing ones from a pure real estate approach to a technological vision. At the same time the HR Department had a key role in boosting operations by improving processes and gaining ISO certification in order to expand business opportunities.

I have no doubt that my greatest achievement is the experience I have accrued in INWIT, professional as well as human. It’s amazing to contribute to the success of INWIT, to improve the company performance day by day the and to immediately see results the results. Vision, strategy and business objectives are clear throughout the organisation and it is so powerful to see how individual performance acts directly on company performance. In terms of professional results I’m proud to say that we have increased the number of personnel by 60%, hiring people with strong competencies which will be useful for the delivery of our small cells plan; we have launched a new variable incentive system focused on business targets and we have deployed a program of continuous learning.

My main goal has been to transform the attitude of people in order to make INWIT the best in class company in the tower market in terms of business growth, by a new vision and a strong brand.

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I got into towers right at the beginning of my career: during my undergraduate course in Civil Engineering I had the opportunity to take a year out in industry. I ended up in the Site Design Services department of the company which was to become One2One (later T-Mobile and now EE). I spent just over a year undertaking a small amount of site design work and working closely with the CAD department, however, a large percentage of my time was spent in a structural engineering capacity undertaking tower analyses. A large part of which involved working on our large switch towers to ensure we could continue with putting further loading on them in the form of microwave dishes.

By the time I graduated the construction market was at a low point, and after about a year I returned to One2One as a Project Co-ordinator, again working predominantly on the towers and focussing on provision of secondary steelwork for microwave dishes to support the new site rollout. I then moved into a role focussing on the management of site share applications, and after a further year or so, I was promoted to the role of Project Manager for new site rollout.

This role gave me responsibility for managing the acquisition, design and construction outsourcing for about 1,000 sites. A promotion to Senior Project Manager provided me with line management experience, and it wasn’t long before I was managing a full complement of staff in the ADC space as the Build Manager for the South Region.

I took a short period away from hard-core site rollout for a while, covering central services which supported the build regions, before once again being promoted to Head of RAN Strategy & Commercial. It was whilst in this role that I became involved in the ground-breaking negotiations between T-Mobile and Three to launch the world’s first network sharing arrangement and thus MBNL was born.

I joined MBNL in 2008 as Property Director, taking on responsibility for ensuring the legal agreements which govern our use of the land were amended as necessary to enable the RANshare to proceed.  It was an amazing journey and by 2010 the project to consolidate the two networks was substantially completed. Since then, we have seen T-Mobile merge with Orange to form EE, the rollout of 4G and many other projects which have kept my role as Property Director at MBNL exciting and current.

As Property Director at MBNL, I am responsible for all matters associated with the estate management of the physical infrastructure. The role includes the cost management associated with the rent, rates and also the power costs of the estate. We have in the region of 20,000 cell sites each of which has its own nuances and needs. Our landlords are immensely important to us as they are our gateway to our sites.

My greatest professional achievement has been the network sharing agreement between T-Mobile and Three – it has stood the test of time and proven its worth time and again. The fact that O2 and Vodafone have tried to copy us is flattering!

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I always liked to learn new things, get engaged in various projects, to evolve. My first education was technical; however, it did not prevent me from working successfully in PR. Later I became interested in organisational development. I studied and received additional qualifications in Human Resources and Project Management. Prior to joining “Russian Towers” I worked in NIS (“NIS-GLONASS”), the federal operator in navigation and information systems, where I had real life opportunities to apply and refine all my skills; technical as well as organisational. When I was invited to join the Russian Towers team, I had no doubt that this would be my next challenge and a very interesting experience.

Since my joining Russian Towers I’ve held the position of Director of organisational development. My areas of responsibility are the company’s organisational development, human resources management, PR and administrative matters.

My greatest professional achievement is being a part of a highly professional and motivated team who focus on continuous improvement. I am very proud to say that five members of our team entered the rankings of the top 1000 managers in Russia this year!

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I have been involved in the TMT sector for about 25 years and have worked both in the developed world and in EM, with Standard Bank for nearly 13 years. I run the Bank’s Telecoms, Media and Technology sector team globally, and have been involved with a wide cross section of clients across a number of Bank products/offerings. Tower infrastructure sharing was well known to myself and the team at SB from prior experience, when we saw companies positioning to do this in Africa, we focused on the sector very early on, since its very beginnings. This of course paid off as the bank ended up arranging finance for the lion share of towerco deals, and we have also been very active on the advisory side and more recently in capital markets transactions. It has been a great journey and it has been very gratifying to have participated in it with the rigour, and breadth and depth of achievement. We look forward to the next evolution of the sector including to the future of the existing major players on the continent.

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I joined TDF in December 1999. Before that, I worked in the semiconductor industry in an international company as a product marketing engineer. I seized the opportunity of the new telecom business stream opened by TDF to host MNOs for the roll-out of 2G/3G. It was a very exciting challenge to be part of the mobile telephony adventure and to bring my experience in a competitive environment to the incumbent broadcaster which was used to monopoly.

The French towerco leader allowed me to take on a broad range of responsibilities and to enhance my skillset. After joining TDF as pre-sales manager, I quickly took on account management accountabilities in the telecom business, then I dealt with business development to diversify our customers base (dealing with local authorities, equipment vendors, WiMAx carrier, et cetera) before finally becoming Sales Director for the whole Telecom business unit, dealing mainly with MNOs on hosting, roll-out and maintenance activities.

After a decade of business development, I pivoted toward operations to enable that side of the business to become more agile for both broadcasting and telecom activities. First I created a cross functional team in charge of resources and performance management which oversaw supply chain, operational capex & opex as well as pre-sales and contract costs and KPI management. After four years, I moved one step further up the organisational chart and took the lead of whole operations in TDF.

In my role managing operations, my teams and I are responsible for delivering what is needed to our customers in terms of telecom roll-out, broadcasting activities and all network operations including building new assets and new activities such as fibre. We are the TDF factory!

The challenge is to continuously anticipate market requirements and technological evolutions, adapt our processes and skills, manage the change through the whole team and nurture talent. We make the TDF strategy happen in an operational prism and fulfill the customer requirements : Connect faster, further, everywhere !

My greatest achievement has been the role I’ve played in the growth of TDF and in the transformation of the ‘factory’ (our operational competencies). I’m excited to continue the adventure by investing in mutualised and open infrastructures to increase densification and diversify the services we offer in mobile telecom, broadcasting and fibre.

I get enormous satisfaction from customer satisfaction feedback – that’s the best testimony for our assets and service developments. I am also very proud of the way our teams have responded to the changing shape of the business, over the last few years we’ve switched from analogue to digital and are now moving into fibre to keep up with customer requirements; throughout these evolutions we’ve been able to move flexibly and proactively to anticipate the needs of the market

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I studied at the School of Engineering and Applied Sciences at Columbia University and completed my MBA at INSEAD before beginning my career as an analyst in Citigroup’s Hedge Fund Services Business. Prior to joining Tillman Global Holdings (TGH), I worked as an investment analyst at MAST Capital Management, a credit-focussed hedge fund, covering the telecom, telecom infrastructure and satellite and communications industries. I am currently CFO of Tillman Infrastructure, a tower company currently deploying one of the largest build programs in the US. In addition I am a partner at parent company, Tillman Global Holdings, where I co-lead global business development and mergers & acquisition activities across North America, South America, Europe and Asia. I’m deeply involved in every step of the process, identifying greenfield investment opportunities and managing transactions. I’m also pioneering TGH’s digital cities initiative, which targets redefining the way citizens interact with their broader communities through holistically upgrading urban infrastructure.

I’m on the board of JCDecaux Link, a joint venture which builds and operates small cell infrastructure globally, and I’m also on the New England board for UNICEF.

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This was my first role in telecoms. Before, I worked in the metal industry for 10 years, for a company that produced metal sheets for canned food.  After that, I worked for a Swiss company that provided the equipment for can making, but that was for a short period of time. Then in 2013 I was invited to the Vertical project to help with operations, because that’s what my background was, and my primary task was to help the company build processes.

This is my fourth year with Vertical, and I’ve seen the company grow from just four employees to more than 60. The first two years were exhilarating but I got very little sleep!

In the early days we did a lot of PR work - when the first poles appeared in the city we had calls 24/7 asking what the poles were and whether they were harmful to the local population, with only 10 people in the company by that time it was all down to me to respond to this. So we went to talk to people, organised a lot of meetings, met with lots with different government departments - construction, civil services, public relations.

It’s more routine now, and our focus is on expanding the business. The type of work has changed. We have built strong relations but industry rivalry has grown very much, which means you have to be tough and quick as our competitors also want to be first and you can’t allow them to be a step ahead.

Our expansion plans mean we need to make sure our company is well organised to roll out to the regions. It’s hard work as there will be a different approach in each area. We have different legal requirements regarding property and land leases, which varies greatly from region to region. Sometimes our legal staff even need to give recommendations to local government on which part of their laws they should change to facilitate infrastructure builds. We need to explain how it will help their economy and bring money to local coffers. Then comes a lot of legal work where you have to work on the mistakes in legislation and contracts until you can go away and dig the soil to put in the light pole or tower.

Maintaining good relationships with our customers is a critical part of what I do. I need to know each MNO, their KPIs, how they grow, what new technologies they’re using. We work very closely together, with daily calls and emails, and weekly visits. We also work together with the operators to help extend their radio frequency. Some regions are not covered by their mobile network and they don’t have the capacity to meet the requirements of their subscribers. In big cities where tech grows faster and people have 4G they need to provide fast internet. We have to build the infrastructure for them to improve their networks. We must follow every step they make, and even be one step ahead to know their plans and be ready to deploy in areas they are going to grow in.

At the same time, I’m also responsible for our work with local government, authorities and municipal services as well as some legal preparation, lots of negotiations and meetings. Everything starts with a base: how we will build this infrastructure and I’m responsible for all this.

My greatest achievement is the fact I’ve grown personally as well as professionally. Being in a position to build a business from the ground up, and step back from what I’m doing to see a situation from all sides has been very enriching. I sell our services, so I’m a salesperson and I push my team to hit targets, but I also have to understand the bigger picture in the context of the company or the economy as a whole.

Next year we will expand and will have to perform in other big cities across Russia. It’s a very important part of our strategy. Once this is completed I’d like to move towards our technology development and work with MNOs on ideas to hide their equipment and be invisible in the urban environment. Our government pays a lot of attention to the appearance of the city and is nervous about the look of the equipment put on the poles. They don’t want to ruin the architectural views of the city. They have tasked us with working out how to hide the equipment and I have a technical education so this is a good fit for me.

For the operators, doing small projects isn’t easy but for us it’s easier to build into the design process. We’re creating urban poles which will provide the capacity of a full size base station hidden inside poles or tanks. We are also looking forward to the appearance of 5G, which will require even more attention to the placement of the equipment. My staff who work day to day with the MNOs have got good enough not to need my input all the time, so working on the technical progress and ideas is what I’m looking for.

Baring Vostok Capital Partners Fund V has joined us this year. We believe that their unique experience and knowledge of the market will take us to a whole new level and help us reach new heights.

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I have been working within the telecommunications sector for nearly 20 years.  Soon after graduating with a property degree, I joined a network roll-out supplier initially focusing on the identification and site acquisition for a number of the UK Mobile networks.

The experience gained, then led me to move Network Operator side, managing the infrastructure portfolio of the UK’s Tetra Network, supporting the UK blue light sector. When the opportunity arose to join the commercial function of an infrastructure company such as Wireless Infrastructure Group (WIG), I jumped at the chance to use my experience and move to the other side of the fence to work in this fast paced, innovative and expanding company.

My role is wide ranging supporting both the commercial, delivery and business development functions of the business. Primarily, I manage the day to day relationships with our non-mobile customers which include Airwave, BT, Arqiva and hundreds of small operators using our infrastructure to support their networks.

Wireless Infrastructure Group is an independent infrastructure company working behind the scenes to enable better connectivity across the UK. We build and operate communication towers in rural and suburban areas together with fibre-based networks to improve mobile coverage in buildings and on city streets. We invest in higher capacity infrastructure that can support multiple networks and new technologies.

There are a large number of projects I am proud to have been either involved with or led in the facilitation of the network deployment for WIG’s non-MNO customer base. Very recently I have led WIG’s support to the roll-out of a regional transportation network in the West of Scotland and the UK element of a European Aviation Network across both WIG and WIG’s partners’ infrastructure. My leadership ensured WIG’s involvement in both projects was delivered on budget and on-time. I was also directly involved in facilitating the utilisation of WIG’s infrastructure to support the role out of the SWAN led by Capita and their partners.

Outside of the commercial networks, I look for opportunities to engage in more localised projects, for example, working with smaller organisations to help facilitate the provision of rural broadband for the benefit of small communities working with local individuals to help identify and utilise our existing infrastructure.

Every day is unique in the UK towers sector. I relish the challenge professionally, to keep abreast of the ever changing demands of our customer requirements, technological advances and the ever changing landscape of the telecommunications sector.

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I am an ambitious electronics and telecommunications engineer and I have always been interested in telecommunication & infrastructure technologies surrounding GSM companies since the early days of my career. As Global Tower is the pioneer of telecommunications infrastructure in four countries including Turkey, this has been a great chance for me to step into the tower business. Since 2009, I have been part of Global Tower telco sales team and currently work as lead telco sales manager.

After I graduated as an Electronics and Telecommunication Engineer from Istanbul Technical University, I started my career as a system engineer in a multinational vendor. During my post there, I experienced on-site work, and the planning optimization of greenfield towers and rooftops. I also managed various telco projects. After joining Global Tower I expanded my skills and expertise mainly in these fields.

I am currently the Sales Lead for the telco sector in Global Tower. My role is mainly managing mobile operators: Vodafone, Turkcell and Türk Telekom. Turkey is a growing country with a young population, high data demand and low penetration ratios. High data demand, upcoming 5G investments and limited spectrum creates room for expansion in our business. In this sense telecommunications infrastructure has a huge potential for development and growth. In addition,  infrastructure sharing, RAN sharing, collaborative planning, joint rollout of mobile operators are our main agenda topics going forward.

I feel privileged to have the chance to work and cooperate with most of the decision makers and influencers in the telco sector in Turkey. As a part of the Global Tower management team, I think my biggest achievement might be not only to follow but also to maintain a leading role in transforming the company from being just a tower company to a multi-functional infrastructure company that will provide end to end solutions to its customers from towers to rooftops, from satellite to energy solutions; services which include but are not limited to: rental, site maintenance, monitoring, optimization and build & sell services.

My personal ambition is to work in a challenging multidisciplinary and multinational working environment that will help me to maximize my potential and to broaden my skills. My ambition for Global Tower is to witness Global Tower consolidate its position as leader of the Turkish market, pave the way for infrastructure sharing among operators, create efficiencies and contribute to source optimization among the country.  After that, I see no obstacle for Global Tower to expand its footprint and know-how in EEMEA region and become one of the top tower companies of the world.

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Cristina Peñas de Bustillo, Network Engineering Manager, Axion

I developed my career in the telecom industry, both in mobile operators and tower companies. When I finished my MSc in engineering, mobile operators were in full roll-out of their 2G cellular networks. In 1998, I joined Airtel Móvil, now Vodafone Spain, as a network engineer, participating in the design and deployment of the GSM and transmission networks. In 2001, I joined Xfera (now Masmovil), the fourth mobile operator in Spain, to deploy the UMTS project. However only one year later the rollout reached a stand still because of the immaturity of the technology for its commercial launch. At this point I took the opportunity to join Axión as a project manager.

I began at Axión in charge of infrastructure and networks projects dealing with different technologies including FM, DTT, PMR, WIMAX, and transport. The wide variety of technologies and projects made the work really challenging and interesting.

In 2006 I became responsible for the telecom sector, coordinating transport, WIMAX, PMR and cellular networks projects and assuming new responsibilities within the technical area. Then in 2010 I became head of engineering, my current position, so I am also in charge of broadcast technologies as DVB-T, FM, video encoding, HbbTV, etcetera. In addition we develop international consultancy projects in network planning.

For the last year, I have also lead the development of DAS and small cells technologies. A new subsidiary, Iberia Small Cell Networks, has been incorporated, as a joint venture with UK tower company Wireless Infrastructure Group, to implement these networks in Spain and Portugal, and I am a member of the board of directors of this company.

Currently I manage a department of nine engineers responsible for the design, implementation and evolution of the network projects for Axión and third parties, including consultancy projects. Additionally, we are the spearhead of the company in state-of-the-art technologies (such as PMR, 5G, TV, Radio, Transport, etcetera) I also manage the investments in growth and renewal of the networks.

Furthermore, as responsible for the development of the DAS and small cell lines, I coordinate the development and technical areas of this business unit.

My greatest professional achievement is my team, a solid, cohesive and motivated group of people, which I am very proud of.  Aside from that, I;m proud of the development of a professional career that allows me to combine an exciting job with my family and personal life.

With regards to the projects in which I have participated, I have always been passionate about network deployment projects: how what has been designed on the computer is been built and made real. As an example, I would highlight the deployment of our DTT project in Andalusia, with more than 200 service points rolled out to serve a population of more than 8 million people.

At this moment Axión is in a very exciting growth stage, tackling new challenging projects together with valuable partners. For instance, the development of a national fibre network with Enagás; DAS and small cells with WIG; video surveillance and machine learning with Bosch; IoT, etcetera.

My ambition is to support the company in the development of its strategic plan to achieve the expected growth, preparing the way for the arrival of new technologies and services: contributing my technical knowledge to the success of these new businesses.