We were approached by one of the fastest growing data centre providers in Europe. With over 20 data centres throughout the continent, they are consistently meeting the need for scalable, high-performance infrastructure. Despite this, a key data centre in Scandinavia had become reliant on a single, non-redundant 1 Gbps internet service from a local provider, posing significant risks to operational continuity. To enhance the reliability of its network and resolve these risks, our client needed to establish additional connectivity paths to ensure the redundancy of its infrastructure. The Ask Cambridge Management Consulting was engaged to address these connectivity challenges by identifying and evaluating potential vendors and infrastructure options to create second and third connectivity paths. This involved exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre. Additionally, Cambridge MC was asked to provide recommendations for building a local fibre network around the data centre to control and maintain diverse paths. This would allow the data centre to connect directly to nearby points of presence (PoPs) and reduce dependency on external providers, thereby enhancing network resilience and operational control. The goal of this project was to ensure that the Nordic data centre could maintain continuous operations even in the event of a failure in the primary connection. Approach & Skills Cambridge MC approached the project with a focus on ensuring operational continuity and resilience for the data centre. By identifying multiple connectivity paths, we aimed to mitigate the risk of network failures and ensure that the data centre could maintain continuous operations even in the event of a failure in the primary connection. This approach allowed Cambridge MC to provide a comprehensive solution to address both immediate and long-term connectivity needs. We employed a combination of Agile and Waterfall methodologies to manage the project. The initial investigative phase allowed a Waterfall approach, in which our team conducted thorough research and analysis to identify potential vendors and connectivity options. This phase involved detailed interviews with various telecommunications providers and an assessment of publicly available information. Once the initial analysis was complete, the workflow transitioned to an Agile approach for the implementation phase. This allowed Cambridge MC to adapt to new information and feedback from stakeholders, ensuring that the final solution was both flexible and robust. Challenges Lack of information: One of the primary obstacles we faced was the lack of detailed network maps and information from some of the potential vendors. To overcome this, the team conducted extensive interviews with contacts at these companies and leveraged its existing network of industry contacts to gather as much information as possible. Remote location: Another challenge was the remote location of the data centre, which limited the availability of local infrastructure and required us to explore creative solutions for connectivity. Cambridge MC addressed this by proposing the construction of a local fibre network around the data centre, which would allow for greater control and flexibility in connecting to nearby PoPs. Fragmented factors: Additionally, coordinating with multiple vendors and ensuring that their services could be integrated seamlessly posed a logistical challenge. We mitigated this by recommending a phased approach to implementation, starting with the most critical connectivity paths and gradually expanding to include additional options. Outcomes & Results Increased Connectivity: Cambridge MC successfully identified and evaluated multiple connectivity paths for the data centre. By exploring various types of connectivity, including internet access, point-to-point capacity, wavelengths, and dark fibre, we provided a comprehensive solution that significantly enhanced network resilience and reliability. Greater Control & Flexibility: Our recommendations for building a local fibre network around the data centre allowed for greater control and flexibility in connecting to nearby points of presence, ensuring continuous operations even in the event of a failure in the primary connection. New Vendors: The team’s extensive network of industry contacts and deep understanding of the regional telecommunications landscape allowed for a thorough and nuanced evaluation of potential vendors and connectivity options. Scope for Future Work: Cambridge MC identified several future developments with the potential to further enhance international connectivity and provide additional redundancy for the data centre. We also proposed further assistance, including a site visit for a more in-depth analysis of options, issuing RFI/RFP to vendors for capacity and fibre, and conducting similar connectivity studies for other candidate sites in the region.

It is no exaggeration that telecommunications operators worldwide retain an abundance of ‘legacy’ networks: those using decades-old technologies for which support and maintenance contracts, software updates and hardware parts have already ceased to be available. Legacy networks become increasingly expensive to maintain as they age: a dwindling source of parts requires pricey refurbishment of the old, a situation exacerbated by accelerating failure rates causing network and service outages, and even liquidated damages to be paid. These networks should have been retired long ago. However, that they still garner significant revenue, directly and indirectly from the millions of services and other networks they transport – business voice, data, mobile access and core, emergency services, control and signalling – such that continuing worth demands some sort of technology transformation. After all, proprietary and dated tools, and manual processes associated with them, can be transformed alongside, to technologies such as Software-Defined Networking (SDN) and virtualised networks that are highly automated. So, what stands in the way of that transformation? The cost of maintaining the legacy network should outweigh the cost of transforming them, but it is not that straightforward unfortunately. Cost, risk and feasibility prove to be a very complex and circular interaction, and that is what has held back such investment, even by the most resourceful of operators. 3 Problems Three factors dominate their dilemma: Employees familiar with legacy technologies and their arcane proprietary management tools, are a diminishing proportion of the workforce. As they retire year on year, that undermines confidence, to the extent that the problem is thought best left alone Service and billing records and the actual network configuration - the so-called back-office - is data generally only in partial agreement with each other, incomplete, and not always an accurate reflection of reality. Sometimes this data is not available – older nodes can fail management communications – or are in difficult-to-consume formats. Without a reconciled and complete view, no one really knows if transformation is feasible, let alone how to conduct it reliably. Selecting the starting point is critical to success, but even with a clear big-picture strategy, so many detailed considerations and constraints contrive to make this far from obvious. Evaluating many, occasionally opposing, tactics and a myriad of interplays (customer, control, in-building services, physical distributions and virtual protections), must be confected – almost magically – into an effort, spend and recovery efficient roll-out that also mitigates all risks. The Challenge A large NA telecom local and long-distance operator had an established business case and strategy for transformation, but no longer had a planning team with the modelling capability to do so. Their scheduled goal was behind by years, so they sought to source an outside ‘Planning Tool and Service’ and select parts of their network to which it should be applied to meet their priorities. LightRiver, a well-established services supplier with advanced monitoring and management tools already deployed in their network, were awarded the contract. “Despite our accurate inventory of circuits and assets, we needed a partner that could process tens of millions of lines of data, and build a system to manipulate, sequence, and display the data in a way that was consumable and actionable. Cambridge MC was the perfect partner for us. Their tools and dashboards allow us to change the project sequence depending on the customer’s specific needs in each different area of the network.” – Matt Briley, SVP Global Sales & Solutions, LightRiver The Approach Our first step was to dispense with the original piecemeal focus on parts of the network, and analyse the whole: big data for deep insights. That revealed ‘simple’ transformations: those without ramifications for other regions, services or networks, and thereby avoid creating a large backlog of implementation work. That simplicity had to be quantified, to be credible and satisfy the operator’s priorities. We invented a novel ranked evaluation methodology to combine circa 25 complex and often diametrically opposing metrics. This yielded stepwise transformations that were well (but not critically) sequenced, such that dismantling the network became progressively simpler. Our Data Science and ML were also used to combine back-office records with actual network configuration data from LightRiver’s netFlex platform, reconciling information and filling in blanks, to provide for the first time an accurate and complete view to direct implementation and mitigate risks. Our automated ‘planning’ process could be conducted in whatever scope, scale and sequence of priorities the operator needed. Outcomes The plans produced enabled the operator to: Discover empty resources that could be powered down without any procurement. Determine the value of recoverable parts, that turned out 5x greater than anticipated, including previously untrackable inventory. Determine opportunity clusters like whole-site transformations, avoiding repeat site visits boosting field engineering efficiency. Recover their schedule to the extent that legacy products earmarked for 2025 could be conducted in 2024.

Staying ahead of the curve in a fierce market Our client, a renowned global services provider, approached Cambridge Management Consulting (Cambridge MC) with a critical mission: to benchmark their data connectivity services against industry best practices, identify growth opportunities, and develop an innovative growth strategy. Their objective was to stay ahead of the curve in a rapidly evolving market and solidify their position as a leader in data connectivity solutions globally. The Challenge The client faced significant challenges: Decline in Traditional Voice Services: As the market shifted towards IP-based solutions, traditional voice services were becoming less profitable. Revenue vs. Margin Dilemma: Although data connectivity services were growing in revenue, they yielded lower margins compared to voice services. This trend was impacting overall profitability negatively. Future-readiness of Existing Offerings: The client's current portfolio, while performing adequately, required evaluation to ensure alignment with modern standards and preparedness for future market demands. The client sought actionable insights to enhance their portfolio and capitalise on emerging market opportunities. Cambridge MC was tasked with: Diagnosing the data connectivity services business to benchmark against industry best practices Identifying and prioritising growth opportunities Developing a comprehensive growth strategy aimed at achieving revenue and margin targets Building a set of initiatives with detailed programs and supporting action plans to deliver the growth strategy Our Approach - Diagnostic Phase In the diagnostic phase, Cambridge MC applied its comprehensive Diagnostic Framework to assess the client's organisation across several key parameters: Portfolio Analysis: Evaluating the range and performance of existing products and services Go-to-Market Strategy: Reviewing current market entry strategies and sales approaches Systems & Processes: Assessing internal systems for efficiency and scalability Network Technologies: Analysing the technological infrastructure supporting data connectivity services Product Margins: Examining financial performance metrics for each product line. This involved: Conducting in-depth interviews with key team members Reviewing essential documentation, strategic plans, market reports, and financial statements Performing detailed market, customer, and competitor analysis Utilising Cambridge Subject Matter Experts (SMEs) to benchmark the client against industry Best-in-Class standards Our Approach - Growth Opportunity Phase In this phase, Cambridge MC facilitated: Co-Creation Workshops: Collaborative sessions with the client team to identify and prioritise potential growth opportunities Stress Testing: Rigorous financial analysis involving SMEs and customer feedback to validate identified opportunities Initiative Scoping: Detailed workshops to scope out, quantify, and agree on key initiatives necessary for realising growth opportunities. The culmination of this phase was the development of an agreed-upon growth strategy underpinned by robust financial projections and a detailed delivery plan. Outcomes & Results Through this structured approach, Cambridge MC successfully identified several key improvement areas resulting in: 1. Gross Margin A project ed 66% increase in gross margin. 2. Recurring Revenue An incremental annual recurring revenue of $90 million by year five. These results provided the client with a clear roadmap for enhanced profitability and sustained competitive advantage in the dynamic data connectivity market. 

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Introduction In today's interconnected world, submarine cable networks form the backbone of global communication, enabling the seamless exchange of data across continents. While these undersea cables are the epitome of engineering marvels, their effectiveness hinges not only on the ‘wet' network in the seabed, but also on the often-overlooked terrestrial network backhaul. The terrestrial backhaul — the infrastructure that connects submarine cable landing stations to inland data centres and networks — is as crucial as the submarine network itself. Proper management and handling of terrestrial backhaul partners is essential to ensure the optimal performance, cost-efficiency, and security of all submarine networks. The Vital Importance of Backhaul Management Submarine networks are only as strong as their weakest link, and the terrestrial backhaul is a pivotal link in this ecosystem. Without a well-designed and managed backhaul, even the most sophisticated submarine network can face inefficiencies, bottlenecks, and vulnerabilities.  Key reasons why managing terrestrial network backhaul partners is so critical include: Cost Optimisation Terrestrial backhaul costs constitute a significant portion of the total network expenditure. Poorly negotiated contracts or suboptimal supplier relationships can inflate operational costs, diminishing the overall profitability of submarine networks. Network Performance The design, quality, and reliability of terrestrial backhaul networks directly affect latency, throughput, and overall user experience. A poorly managed partner ecosystem can lead to performance degradation, affecting service delivery. Security and Risk Mitigation The terrestrial segment is often more vulnerable to physical and cyber threats compared to submarine cables. Effective partner management ensures that security measures are prioritised, and risks are mitigated. Scalability and Flexibility As data demands grow, submarine networks must scale effectively. Well-managed terrestrial backhaul partners enable seamless scaling and adaptability to meet changing requirements.

6 May 2025 – Stanley, Falkland Islands – United Kingdom (UK) based consultancy firm Cambridge Management Consulting (Cambridge MC) will establish a new IT and professional services business in the Falkland Islands after securing support from the Falklands Islands Development Corporation (FIDC), the former having since established Falklands IT (FIT), which will begin offering a full suite of managed IT services and professional services to the entire Falkland Islands starting from 1st June 2025. Cambridge MC was selected following a rigorous process and proposal submission to the FIDC Board, which determined the company would move quickly to expand its in-country operations in IT services, offering a mix of permanent, on-Island support in IT equipment, and systems and applications, as well as full remote support services to begin offering a full suite of IT services to meet the needs of the Falkland Islands. Additionally, Cambridge MC will also offer project-based IT work for the business community and Falkland Islands Government (FIG). As part of the support, FIDC is providing a cost-neutral, unsecured loan to Cambridge MC, to be repaid to FIDC over a period of years, as the newly established FIT entity grows. Tim Passingham, Chairman of Cambridge MC: “We are delighted to be selected for this partnership and consider it an enormous privilege to be asked to help the Falklands as it seeks to dramatically improve its digital skills and grow its digital economy. The Cambridge MC – and new Falklands IT (FIT) team – are looking forward to working with the businesses, government, and the community to address their IT needs, plus helping with the wider digital transformation of the Falkland Islands for the benefit of all the people living and working on the Islands.” Zachary Franklin, Managing Director of FIDC: “FIDC was impressed with the proposal from Cambridge MC, its range of proposed IT services, mix of local and remote support, and the development of a much-needed industry in the Falkland Islands. FIDC is happy to support Cambridge MC and the FIT team as they establish themselves in the Falkland Islands and help grow the IT services industry locally.” About Cambridge Management Consulting Cambridge Management Consulting (Cambridge MC) is an international consulting firm that helps governments and companies of all sizes have a better impact on the world. Founded in Cambridge, UK, initially to help the technology start-up community, Cambridge MC has grown to over 200 consultants working on projects in 22 countries. Its capabilities focus on supporting the private and public sector with their people, process and digital technology challenges. What makes Cambridge Management Consulting unique is that it doesn’t employ consultants — only senior executives with real industry or government experience and the skills to advise their clients from a place of true credibility. The team strives to have a highly positive impact on all the organisations they serve. Cambridge Management Consulting has offices or legal entities in Cambridge, London, New York, Paris, Dubai, Singapore, Prague, Helsinki, and the Falkland Islands, with further expansion planned in the near future. For more information visit: www.cambridgemc.com About the Falkland Islands Development Corporation (FIDC) Falkland Islands Development Corporation (FIDC) acts as the national economic development agency for the Falkland Islands and is tasked to develop the commercial sector of the Falkland Islands. Now in its fortieth year of operation, FIDC is a quasi-autonomous government-funded body, which currently operates with an annual budget of approximately £1 MM per annum. For more information, visit: www.fidc.co.fk Media Contacts Cambridge MC: Karl Salter, ksalter@cambridgemc.com FIDC: Jane Clarke, Marketing and Communications Officer, communications@fidc.co.fk

The Satellite Industry is in a Period of Momentous Transformation The satellite industry is going through a period of momentous transformation with the emergence of new entrants and new technologies in every segment of the value chain. For decades satellite communications have been dominated by a handful of GEO satellite manufacturers, satellite operators and ground segment manufacturers with almost a cottage-industry-like network of service providers and value-added manufacturers (BUCs, LNBs and antennas). This has been a linear and predictable business model with entirely proprietary technologies. We now see the emergence of new Non-Geostationary Orbit (NGSO), or multi orbit players in LEO, MEO and HEO building completely vertically integrated systems. This shift has significantly driven down capacity pricing: the price of satellite bandwidth for data services has dropped 77% over five years according to analysts Novaspace, formerly known as Euroconsult. Starlink, as the first to market, is making waves by disrupting market sectors historically monopolised by the established GEO players such as maritime, aero and enterprise connectivity. Two years ago, the industry would have dismissed Starlink's impact on maritime or aero connectivity segments. The sentiment was that Starlink has ‘no CIR’ (Committed Information Rate) and therefore would not be considered ‘reliable’ for mobile or critical communications. This notion has since been overturned and the naysayers have paid a price with a significant impact to revenues in maritime—the cruise industry in particular—with Starlink now making inroads into aviation and previously inviolable segments like defence. Starlink has also revolutionised satellite manufacturing, leveraging new technologies such as 3D printing to mass-produce satellites at a phenomenal rate, reducing costs to between $250,000 and $500,000 per satellite. The race is on, with Elon Musk’s Starlink trying to acquire as many subscribers as possible before the challengers like Amazon's Kuiper and Telesat's Lightspeed emerge. Forrester's Digital has predicted that SpaceX’s Starlink broadband-by-satellite system is likely to end 2025 with around 8 million customers (it ended 2024 with approximately 5 million), a remarkable growth rate when you consider that each of the leading GEO satellite operators typically have around 25,000 enterprise VSAT terminals activated. We also see the emergence of Small Sat and MicroGEO manufacturers disrupting traditional commercial models with innovations like satellite-as-a-service. This technology provides additional or targeted capacity for defence and government in hotspot areas. Twenty-five years ago, building and launching a satellite would have cost at least two billion USD. Now we see them being built and launched at a fraction of that cost (circa $60 million), reducing the price per gigabit equal to or below fibre. Starlink has also been fundamental to reducing launch costs. In 1981, launch costs were $147k per kilogram of payload. Starlink’s current generation of rockets have brought this down to $2300 and with the introduction of their new Starship rocket, Elon Musk is talking about a price as low as $100 per kilogram. This scale of reduction in launch costs is driving the democratisation of space by allowing new use cases for space to emerge. The satellite industry is also seeing unprecedented consolidation, coopetition and collaboration, creating a range of new offers to consumers, enterprise and governments. Significant transactions include: In April 2024, SES announced its intention to acquire rival Intelsat. If and when this completes, it will be a significant transaction In May 2023, Viasat completed its acquisition of Inmarsat In October 2023, Eutelsat and OneWeb completed their merger transaction In March 2024, prior to the SES announcement, Intelsat extended its partnership with competitor Eutelsat-OneWeb for LEO services.