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Telecoms and broadband giant BT has suffered another setback in its 10-year project, which aimed to convert a further 2,000 of their legacy payphones and kiosks – across more than 200 UK towns and cities – into smart Street Hubs (here). Preston Council rejected a couple of proposed deployments over concerns about rising “street clutter“.

Regular readers will know that BT’s Street Hub 2 units have suffered somewhat of a popularity dip, with various local authorities raising objections to related deployments in 2025 (here). The smart kiosks typically feature “up to” 1Gbps capable public WiFi (“within a 150-metre radius“), free UK calling, USB device charging, small cells to boost localised 4G and 5G mobile signals, local information / adverts via a large HD touchscreen display and environmental sensors etc.

Most of the rejections tend to highlight issues with the kiosk’s siting, design, scale (they’re roughly 3 metres tall, 1.25m wide and 35cm deep) and illumination. In the case of Preston Council, a spokesperson for the local authority said (Hello Rayo) that BT’s hubs would have had a “significant unacceptable adverse impact” on the character of the street by “increasing street clutter” and reducing the width of the footpath (this in areas where the council has been trying to reduce clutter).

However, BT has separately placed applications for three other Street Hubs in Preston, which are still awaiting an outcome. The capabilities of such hubs do, in fairness, come with a lot of positives, but clearly it’s proving to be a tough sell for some areas.

A BT Group Spokesperson previously told ISPreview:

“Street Hubs are digital units which support our Universal Service Obligation to provide a public call service in the UK. We work with council departments, community members, and BID (Business Improvement District) teams to refine our location selection process.

As well as offering connectivity to make calls and utilise free public Wi-Fi, Street Hubs also offer USBs for rapid device charging, touch-screen tablets displaying real-time public information and a dedicated 999 calling button.”

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Researchers working out of Ulster University in Northern Ireland (UK) have harnessed AI (Artificial Intelligence) in order to develop a new type of Massive Multiple-Input Multiple-Output (ma-MIMO) technology. The team say this could be used to make future 6G (IMT-2030) based mobile broadband networks “faster, smarter, and far more energy-efficient“.

At present the 6G standard is still in the early R&D phase and most observers don’t expect to see the first commercial network builds surfacing until around 2030 (note: some countries do expect early field trials around 2028). Suffice to say that a lot of work is currently ongoing to help produce the final standard and develop prototype solutions.

One of the areas that researchers hope to improve upon is Massive MIMO technology, which harnesses multiple antennae to send and receive data more efficiently to lots of users (both at the mobile mast and on your Smartphone / mobile router / IoT device etc.).

The latest innovation on this front, known as MIMONet, is the work of Ulster University PhD researcher Yunis Daha in the School of Engineering, supervised by Dr Usman Hadi. Published in the journal Telecom, the research tackles one of the most urgent challenges in global wireless communication: how to detect and process signals accurately and efficiently when millions of devices are connected simultaneously.

Traditional methods for MIMO detection either struggle to deliver accuracy or require enormous computational power, making them impractical for real-time use. MIMONet seeks to overcome this by applying a “lightweight deep learning architecture that can “learn” to separate and detect signals even under the most complex and noisy conditions“.

The result is a faster, more reliable and less power-hungry network in terms of hardware or energy.

Dr Usman Hadi, PhD Supervisor at Ulster University School of Engineering, said:

“6G will underpin technologies like autonomous transport, remote healthcare and immersive digital environments – but for these to work, networks need to process vast amounts of information quickly and reliably. This research shows how artificial intelligence can provide a practical solution, paving the way for communications that are both highly scalable and energy-efficient.”

Tests are said to show that MIMONet not only “outperforms traditional algorithms“, but also the most advanced AI-driven detectors currently in use – including AIDETECT, developed at Ulster University in 2023. But MIMONet delivers superior accuracy across small, medium and large network configurations while keeping computational demands low.

The focus here is really on improving 6G connectivity for applications that require ultra-reliable low-latency communications (URLLC), such as driverless cars, real-time medical robotics and future smart cities etc. But the work doesn’t work and the team are now looking at how they can expand MIMONet’s applicability to realistic 6G situations.

Further research on this technology will thus investigate its scalability to ultra-massive MIMO systems (such as 64 × 64 and 128 × 128), multi-user MIMO, and frequency-selective channels. Additionally, to improve generalisation, the team will use sophisticated training techniques, including transfer learning and data augmentation, and examine MIMONet’s resilience to non-Gaussian noise models (i.e. background noise that does not follow a standard Gaussian distribution).

Future work will also focus on federated learning for distributed MIMO, noncoherent detection, and a thorough examination of hardware-level performance and training complexity etc.

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Internet provider Hey! Broadband, which offers services to homes in various areas covered by F&W Networks (Fibre and Wireless) alternative gigabit speed full fibre lines (mostly across the South East of England), have today announced that their customer based has surpassed 40,000 (up from 25,000 a year ago).

F&W has so far managed to extend their gigabit-capable broadband network to cover 410,000 UK premises as read-for-service (Feb 2024 data) across 30 locations in parts of South East of England, such as Greater London, Buckinghamshire, Hampshire, Hertfordshire, Oxfordshire, Surrey, and West Sussex. But independent data from Thinkbroadband put them at closer to 269,000 in March 2025 (here).

“Reaching 40,000 customers is a huge moment for our team and a clear reflection of the value we’re bringing to communities,” said Lourdes Sáez, CEO of HeyBroadband. “We’re building a network that doesn’t just keep up with the UK’s digital future, it’s helping to shape it.”

Residential customers of the service currently pay from £23 per month on a 24-month term for average symmetric speeds of 150Mbps, which rises to £25 per month for their top 900Mbps package (usually £43). The service includes a free router and installation, but take note that their monthly prices increase by £2 in April every year.

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Some customers of Virgin Media’s (O2) broadband service have been struggling, often for several weeks now, to regain access to their email accounts – those belonging to secondary account holders. The issue began after the ISP made a change to their ID system that seemed to lock related users out with a “FORBIDDEN” message.

ISPreview has always advised our visitors not to rely upon the email services provided by your broadband provider, not least because it can make it harder for you to switch providers (i.e. you run the risk of losing access to your address). Often it’s far better to sign-up with one of the many free email providers (e.g. Gmail, Outlook/Hotmail) or pay a small amount for a dedicated service.

The latest situation is perhaps yet another example of why it’s risky to entrust email access to your ISP. In this case, the problem mostly seems to be centred on those who have a secondary email address on their Virgin Media account, such as might occur when a family member or small business wants to establish their own (additional) email account under that of a primary account holder; a fairly common practice.

In the case of Virgin Media, the provider hasn’t allowed customers to create new email addresses for several years, but they’ve continued to maintain support for those that already had the service. Unfortunately, some of those in this group, primarily users who previously created an additional email account, have been struggling to regain access to it for the past few weeks.

Some example complaints about this issue can be found here, here, here and here, but there are many more online. Credits to Timandra and Michael for bringing all this to our attention.

Sample Complaint by mames

“My daughter has a secondary email account with my virgin media. She has been unable to access her emails for over 2 weeks now as it comes up with a error message saying 403 forbidden and tries to google translate the page from Luxembourgian. We rang last week to sort this but was told the account was locked then had a new password created. She couldn’t even get to the page to enter this password without the forbidden sign coming up again. We rang again an hour later and was told it was actually a global problem and that many people were having the same problem. They said someone was working to try to resolve it. It has now been over 2 weeks without her email account and she uses this email for healthcare, work and her landlord.”

Sample Complaint by TSinDistress

“My husband is the primary account holder after becoming a VM customer in 2011. I am the secondary account. We have both had @virginmedia.com email addresses since joining.

3 weeks ago I suddenly received the message FORBIDDEN whilst trying to access my emails. I immediately rang and reported this, was given a ticket number and told many customers were experiencing this problem which would be resolved within 10 days. I then went on holiday to an area where internet access was not always available, but when it was still received the FORBIDDEN message.

I rang for help this morning, was given another ticket number with the suggestion I was now back of the queue and someone would get in touch. No-one has – not since the end of July.

Like so many email is my primary source of contacting others and I don’t have secondary access to email addresses. I have a small business too and am at risk of losing income.”

Sample Complaint by Timandra

“Are you aware that a very large number of Virgin Media customers have been frozen out of their emails?

On 26th July I joined their number, when my screen went blank and the word FORBIDDEN appeared after sending an email. I have twice raised this matter with VM, been given a ticket no. and told the matter would be resolved in 10 days. But it has not. And no-one seems to know how to resolve this, although one possible route I could take might jeopardise my husband’s (primary) account. I am the secondary account holder. I can’t even look at my email address book. I have checked the community forum and facebook pages with no answers in sight.”

In response, VMO2 informed ISPreview that the “vast majority” of secondary account users who have started the single sign-on journey have completed this process successfully without issue, but they do acknowledge that a small number of customers have still experienced the issue described above.

The operator states that they have been able to resolve the issue for many of those who raised this with them, such as via password resets and/or advising secondary email account holders to set up their own VMO2 ID to allow access. But anybody with ongoing problems is advised to raise it with the provider’s support team.

A Virgin Media O2 spokesperson said:

“Since its launch in July, millions of customers have successfully set up their new Virgin Media O2 Identity. Backed by the latest security features such as passkeys and biometric authentication, single sign-on gives our customers a more simplified and consistent experience when accessing and managing their online accounts.

We’re aware that a small proportion of secondary account users have experienced issues accessing their email accounts when setting up their new IDs, and we have been able to resolve such cases when customers have raised them with us. Anyone who is experiencing an issue is encouraged to contact us directly so that our specialist agents can help.”

Original article ISPreview UK:Read More

The LSBUD (Line Search Before You Dig) organisation, which provides an online asset search facility to UK civil engineering firms for underground pipes and cables, has published their Digging Up Britain 2025 report and revealed that telecoms (broadband, mobile etc.) remains the “most active industry” when it comes to searching before digging (37.5% of all searches). But this was down from 39% last year.

The report notes that, during 2024, the number of search enquiries that passed through LSBUD’s portal reached 3.85 million (down slightly from 3.92m last year). Thanks to the roll-out of new mobile and full fibre broadband infrastructure, telecoms has remained the dominant industry in need of detailed underground mapping, amassing a total of 1,444,280 searches or 37.5% of the total (a decrease of 6% on last year) – closely followed by the water sector (27.5%) and then local authorities (11.4%).

“This drop can be put down to more properties across the UK now having access to full fibre broadband than ever before. Of course, digging work has been pivotal to full fibre’s rollout, but this momentum is beginning to slow as the focus changes from laying fibre across the length and breadth of the country to connecting individual homes to a network,” said the report.

In fairness, much of the slowdown actually has more to do with wider market pressures, such as rising build costs, stubbornly high interest rates and competition.

Richard Broome, Managing Director at LSBUD, said:

“The telecoms sector has been the most active when it comes to safe digging for several years, and this year is no exception. With a search being placed every five seconds during the traditional working day, the sector is ensuring the safety of workers and the surrounding public. The safe digging community is continuing to grow, and it’s clear from our data that more and more people understand the importance of searching before they dig – it’s become an automatic step.

With a record-breaking number of Users and Members now registered on our system, digging has never been safer within the UK. We want to extend our thanks to every company and individual in the telecoms sector who used our services over the last year to ensure the safety of themselves and those around them.

However, there is still so much more to do. Just 26% of telecoms operators are currently protecting their assets through a central system, leaving a huge proportion of cables unaccounted for. We would certainly like to see more progress being made in this area, however the momentum is building, which is great to see.”

The report goes on to suggest that the current trend in telecoms is expected to continue in the mid-term as “the Government’s target of 85% full fibre coverage by the end of 2025 could influence the amount of digging work conducted in 2025, with a final push to hit the target before the year’s end.” Except strictly speaking this target is for “gigabit-capable broadband” (includes other technologies as well, like coax/cable) and was hit around the end of last year (here).

The latest independent modelling from Thinkbroadband indicates that 88.4% of UK premises now have access to take gigabit broadband speeds, yet Project Gigabit’s next target (99% coverage) was recently delayed from 2030 to 2032. The delay is partly a reflection of the fact that several network operators have recently dropped out of related contracts, due in part to some of the pressures mentioned earlier.

The report concludes by noting that, currently, only 26% of GB’s telecoms network is registered on LSBUD, “leaving 1,600,000km unprotected and at risk of being hit“. But LSBUD notes some positive movement in the last year, such as with how their platform welcomed several new alternative broadband networks (toob, G.Network and AllPoints Fibre) to its member base.

The report doesn’t mention it, but it’s also possible that LSBUD’s operations could see some impact from the Government’s ongoing development of a National Underground Asset Register (NUAR), which represents a new digital UK map of underground pipes and cables (broadband, power, water etc.) – intended to help reduce accidental damage. The government says this is due to become “fully operational by the end of 2025“ (here).

Original article ISPreview UK:Read More

Edinburgh-based ISP and network builder GoFibre recently published their annual accounts to the end of 2024, which among other things revealed that their revenues increased by 71% to £2.02m (2023: £1.17m). The operator now expects their roll-out of FTTP broadband in rural Scotland and North England to reach a footprint of 250,000 premises “in the next 3 years“.

The latest accounts also revealed that the provider ended the year with an operating loss of £14.11m (2023: £13.67m) and saw a decrease in their capital expenditure to £30.69m (2023: £33.01m). But gross profit did increase dramatically from £23k in 2023 to £1.02m in 2024, which perhaps highlights how their previous surge in network build has been attracting take-up (they covered an extra 42,500 premises in the last year, but customer figures aren’t stated).

The results also mentioned that their “business plan assumes GoFibre works with a number of ISPs to connect new customers,” which probably reflects the fact that their state aid funded Project Gigabit contracts require the provision of a wholesale solution. But network operators don’t always make the commercials of this attractive enough or have the scale to entice other ISPs to adopt, but experiences do vary. At the time of writting we don’t currently know what other providers may harness GoFibre’s network.

Customers of the provider’s own retail service, once live, can expect to pay from £22.50 per month for a 150Mbps (30Mbps upload) package on a 24-month term with an included wireless router, which rises to £33 for their top 1000Mbps (100Mbps upload) plan. The latter also comes with a bonus Wi-Fi extender (this can optionally be taken on other plans at extra cost).

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The Managing Partner of M&A-focused consultancy firm the Bradley Strategy Group, Rob Bradley, has today spoken to ISPreview as part of a new interview that lifts the lid on the “strategic recalibration” that is currently occurring across the UK’s alternative fibre networks and driving a wave on consolidation to correct for today’s “structurally misaligned market“.

According to figures released by the Independent Networks Co-operative Association (INCA), alternative broadband networks (excluding Openreach, Virgin Media and KCOM) are currently delivering full fibre (FTTP/B) lines to 16.4 million UK premises or 15.2m when overbuild between altnets is removed (here). Some of the biggest players in this space include CityFibre (c.4.5m premises), Netomnia (2.5m), nexfibre (2.2m), Hyperoptic (1.9m) and CommunityFibre (1.5m), but there are many more (Summary of UK Full Fibre Builds).

However, as our regular readers will already know, most altnets are currently looking at consolidation as a way of balancing against the increasingly difficult market conditions that have arisen over the past 2-3 years. Much of the latter has been driven by high interest rates, rising build costs and strong competition – all of which is making it hard to raise fresh investment.

In the past our interviews on this subject have tended to focus on talking to the network operators and retail ISPs themselves. So this time we thought it might be interesting to get the perspective of the Bradley Strategy Group, a boutique strategy consultancy focused on the UK fibre sector, particularly the consolidation of altnets.

The company has previously worked with firms like Fern Trading, Speed Fibre, and CityFibre, and they’re currently advising on multiple real-world mergers and integration plans within the altnet landscape. According to Rob Bradley, Managing Partner of BSG, the current “structurally misaligned” market suffers from having “too many operators, with overlapping footprints and duplicated costs, serving too few customers.” Not to mention that consumers haven’t always had a “compelling reason to switch” or were unaware of the new network choice(s).

“The issue is that the second part of the equation, “build it and they will come”, hasn’t materialised at the speed investors hoped. Take-up is lower than forecast. Operating costs remain high. And with limited revenue flowing in, many operators are now falling short of their own commercial projections, not because they failed to build, but because the expected returns haven’t followed,” said Rob.

In response, many altnets have had to slow or stop their network builds in order to focus on greater commercialisation, which tends to be followed by redundancies. But this has left a market with a lot of smaller players and an inevitable expectation toward more mergers and acquisitions. “For the best-positioned players, this is the time to scale with purpose,” said Rob. “Consolidation is not a last resort, but a strategic enabler, particularly when it leads to stronger commercial focus, platform efficiency, and capital access.”

On the other hand, many deals are still being “stalled by valuation gaps,” with some sellers often holding onto unrealistic valuations, often at the same time as “buyers are pricing based on actual take-up, cost to serve, and integration overhead“. The full interview delves into all of this and covers what altnets get right, what they get wrong and the changes that are needed to deliver a positive outcome.

This is particularly relevant as the next 12–24 months may well materially reshape the market.

The Bradley Strategy Group Interview

1. As a strategy consultancy focused on the UK fibre sector, you’ve worked with various investors and network operators and are currently advising on multiple real-world mergers and integration plans within the AltNet landscape.

Suffice to say that you no doubt have quite a strong insight into the current trend toward greater market consolidation between operators. So far this has got off to a bit of a slow-ish start (i.e. a good chunk of early consolidation has been more internal, between companies owned by a single shared investor). But I understand you’re expecting consolidation to pickup over the next 12-24 months.

Is the expected acceleration primarily because the wider economic strains are catching up with operators that have been trying to hold it back and, past a certain point, they may have little choice but to consolidate?

Rob Bradley said:

Yes, survival is now a central force, but the full picture is more than just financial distress. What we’re seeing is a strategic recalibration across the UK fibre landscape.

The capital that underpinned the initial wave of AltNet activity has largely been deployed. Most operators were backed with a clear mandate: build as fast as possible, hit premises targets, and trust that commercial traction would follow. So they built. But today, many of those plans have either completed, been exhausted, or are now facing refinancing risk, as debt providers reassess their exposure to the sector in a very different economic climate.

The issue is that the second part of the equation, “build it and they will come”, hasn’t materialised at the speed investors hoped. Take-up is lower than forecast. Operating costs remain high. And with limited revenue flowing in, many operators are now falling short of their own commercial projections, not because they failed to build, but because the expected returns haven’t followed.

We now face a structurally misaligned market: too many operators, with overlapping footprints and duplicated costs, serving too few customers. Mathematically and operationally, the sector needs fewer players covering larger areas. That’s the only way to drive unit cost efficiencies and deliver sustainable commercial returns.

So why didn’t the “gold rush” happen?

Because consumers haven’t had a compelling reason to switch. Many households still receive 40–60 Mbps over FTTC, speeds that remain sufficient for typical usage. And those broadband lines are often bundled with mobile, TV, or content services that increase stickiness. Switching to full fibre, especially via an AltNet, can feel disruptive: drilling walls, digging drives, changing contracts, and potentially losing bundle benefits. In the absence of a pressing use case or financial incentive, inertia wins.

Crucially, we never removed the legacy alternative. In Singapore, copper was retired as fibre rolled out, creating system-driven urgency. In New Zealand, a regulated copper withdrawal code is supporting fibre migration, region by region. In the UK, however, fibre and copper continue to coexist, and Openreach’s PSTN switch-off doesn’t eliminate copper broadband. Without regulatory push or consumer pull, there’s no tension driving the switch, and adoption lags.

This has exposed a key weakness in many early AltNet business plans: optimistic assumptions around exclusivity of footprint, rapid take-up, switching behaviour, and long-term infrastructure value. Those assumptions haven’t held, and investor focus is now shifting: from coverage to conversion, from homes passed to homes connected.

Capital hasn’t disappeared, it’s just chasing different outcomes. Monetisation, cost-to-serve, and platform resilience now matter more than build metrics. Investors are asking tougher questions about ARPU, customer lifetime value, and the operational gearing of each platform.

As a result, we’re seeing the maturation of investor logic. Early consolidation moves, often within single portfolios, were about stabilising positions. But the next wave of transactions will require real strategic intent: platform integration, footprint rationalisation, systems alignment, and brand consolidation.

And those deals are much harder. They demand not just capital, but capability: deep integration planning, shared technology architecture, operating model transformation, and culture alignment. This is no longer a volume game, it’s a capability race.

So yes, financial pressure is accelerating consolidation. But what we’re really witnessing is a correction to the business model. A moment of reckoning, yes, but also one of opportunity. For the best-positioned players, this is the time to scale with purpose.

2. What aspects of consolidation do you see as working in the current market and what’s not?

Rob Bradley said:

The most encouraging development is the shift in mindset. There’s growing recognition that consolidation is not a last resort, but a strategic enabler, particularly when it leads to stronger commercial focus, platform efficiency, and capital access. We’re seeing operators and investors move beyond the early fixation on premises passed, and start to prioritise connections, take-up, and operating leverage, the fundamentals that actually drive value.

Structurally, we’re seeing some smart dealmaking emerge. The CityFibre–Lit Fibre deal is a good example: it was built around technical alignment, a clean equity structure, and a clear integration thesis. The FullFibre–Zzoomm merger showed how combining mid-sized footprints can push a business past key scale thresholds, creating the kind of operational and financial profile that attracts further investment.

What’s also working is the recognition that aligned systems and architectures make a material difference. When platforms are compatible, whether CRM, OSS, or provisioning, integration timelines shorten, complexity reduces, and value is unlocked faster. Consolidation is no longer just about acquiring fibre in the ground; it’s about acquiring capability.

On the other hand, many deals are still being stalled by valuation gaps. Sellers often hold onto pre-2022 expectations, while buyers are pricing based on actual take-up, cost to serve, and integration overhead. Without creative structures, like equity rollovers or staged consideration, that gap is difficult to close.

And even when deals are agreed, integration remains the single most underestimated challenge. Differences in systems, data models, provisioning logic, and even support processes can introduce real operational risk if not planned for early. The best consolidation strategies are now building integration plans before the deal closes, not after.

In short, what’s working is commercial discipline, architectural alignment, and creative structuring. What’s not is late-stage integration planning and valuation rigidity. The more consolidation is approached with clear execution intent, not just financial ambition, the more successful it becomes.

3. What do you see as the key barriers for consolidation, which are still in play today?

Rob Bradley said:

While the strategic logic for consolidation is now widely accepted, scale efficiencies, rationalised footprints, shared systems, the barriers to action remain stubbornly real.

Capital structure misalignment

Many AltNets are still backed by investors with different timelines, return profiles, and governance structures. Some are open to equity-based combinations; others are debt-laden and focused on refinancing. This divergence creates friction: deals that make strategic sense often fail on financial alignment.

Valuation expectation gaps

Founders and investors are often anchored to valuations set during the peak of the market, typically based on homes passed or funded build, not on revenue or take-up. Buyers, meanwhile, are now pricing deals on penetration, EBITDA, and commercial traction. The gap between these views of value can delay or derail deal-making, especially for underperforming networks.

Pre-consolidation posturing

There is a growing awareness across the sector that consolidation is inevitable, but without widespread cash deals, many fear being subsumed on terms that understate their potential. This leads to strategic positioning: some operators may delay engagement, pursue additional growth, or extend their footprint to enhance value ahead of potential talks. While understandable, this can unintentionally slow down the consolidation.

Transactional and governance complexity

What often looks like a straightforward commercial merger on the surface hides a deep layer of structural complexity. Many AltNets are owned via SPVs or holdco arrangements, with minority investors, convertible debt, or waterfall structures that require bespoke legal negotiation. Deals may need shareholder approvals, creditor consents, or the restructuring of security positions. Add to this the need for tax-efficient merger structures, TUPE considerations, and a detailed review of legacy contracts and liabilities, and even aligned parties can take months to execute a transaction. The friction here is not just commercial, it lies in the layered legal, financial, and governance complexities that underpin most transactions.

Integration risk and system complexity

Even when two operators want to merge, the practical complexity of integration can kill momentum. Misaligned OSS/BSS platforms, incompatible provisioning and support models, fragmented customer records, TUPE obligations, and billing architecture mismatches all represent execution risk. Without a clear and costed integration plan, many acquirers walk away.

Lack of neutral, shared platforms

Unlike sectors such as mobile or energy, the UK fibre market lacks a standardised wholesale access framework or common technology backbone. Each network has grown independently, using different architectures and commercial terms. As a result, every merger becomes a custom integration challenge, raising cost, risk, and time.

Unclear regulatory incentives

There is no national mandate or regulatory encouragement to consolidate, no copper switch-off deadline driving urgency, and limited policy intervention to reduce inefficient overbuild. In markets like New Zealand or Singapore, consolidation was structurally enabled. In the UK, it remains voluntary, fragmented, and investor driven.

The biggest challenge isn’t strategic, it’s executional. The sector has a consolidation thesis that makes sense on paper, but getting deals over the line requires navigating valuation tension, legal architecture and operational friction. Without that full-stack view, consolidation risks remaining more aspiration than action.

4. What things do you look to see in a network operator that might, in this climate of rising consolidation, distinguish likely winners from those most at risk?

Rob Bradley said:

I look for six things that distinguish likely winners in today’s climate of consolidation:

Strong unit economics and low debt exposure.
Operators with a healthy debt-to-revenue ratio and prudent capital deployment stand out. High leverage in a high-interest environment limits flexibility and raises exit risk.

A leadership team with proven operational and commercial delivery.
Having execs who’ve scaled networks before, whether in fibre, cable, or mobile, brings credibility and hard-earned operational discipline. Experience matters when moving from 10K to 100K customers.

A scalable and efficient technology platform.
The ability to add customers without linearly adding headcount or systems complexity is a critical differentiator. We’re particularly interested in whether the operator has clean APIs, modern CRM and billing platforms, and solid provisioning/orchestration, not technical debt and manual workarounds.

Thoughtful build strategy with minimal overbuild exposure.
Operators who’ve avoided the most heavily contested urban markets or who have secured demand-side commitments (e.g. council partnerships, anchor tenants) are structurally advantaged. Gross margin is harder to sustain when you’re the third fibre line into a street.

Commercial traction, take-up on RFS.
Build is no longer enough. Investors are watching take-up closely. A growing penetration rate is a strong indicator that the go-to-market strategy is working and that the business has real potential for EBITDA breakeven.

Experience at Network, systems & organisational integration
As the market consolidates, those who can integrate efficiently across networks, systems, and people, will be best placed to realise the value of their deals. Integration isn’t just a back-office exercise; it’s where synergies are won or lost. Operators with experience aligning architecture, migrating customers, and unifying operating models will move faster, reduce cost, and instil greater investor confidence. In a sector where consolidation is inevitable, integration capability is fast becoming a defining competitive advantage.

There is one notable outlier in the market, and that’s CityFibre. Unlike most AltNets, CityFibre has pursued a deliberate scale-first strategy, fuelled primarily through debt. While this approach will inevitably face increasing pressure as capital becomes more expensive, it’s important to acknowledge what the team has achieved: they have built a scaled infrastructure challenger to Openreach in the UK.

No operator is immune to market risk, but CityFibre now appears well-positioned to emerge as one of the long-term winners and a likely centre of gravity in the eventual consolidation of the sector. Their strategic partnerships, including Vodafone, AllPoints Fibre, and, more recently, Sky, provide strong wholesale channels, and their national footprint gives them operational relevance at scale.

The coming years will be critical. The model depends on continued take-up, successful integration of acquired assets, and sustained access to refinancing. But based on current trajectory, CityFibre looks set to play a defining role in the UK’s fibre future.

Please flick over to Page 2 in order to finish reading the interview.

Original article ISPreview UK:Read More

The Court of Appeal (Civil Division) has dismissed Sky UK’s (Sky TV, Sky Broadband etc.) attempt to overturn an earlier decision by the telecoms regulator, Ofcom, which back in 2022 ruled that the provider had broken consumer protection rules by failing to send End-of-Contract Notifications (ECN) to their satellite-based Pay TV customers.

This is one of those situations that requires a bit of a recap in order to get the proper context. Firstly, the purpose of ECN’s, as Ofcom states, is to ensure that all “phone, broadband and pay-TV providers” must “warn customers when their current contract is ending, and what they could save by signing up to a new deal” (usually sent between 10-40 days before the end of your contract). This also encourages switching.

However, the situation for customers of Sky’s pay-TV packages is a bit more complex, which is something that we realised after some customers of their newer broadband-based Sky Glass and Sky Stream TV services queried why they weren’t receiving ECNs. In response, Sky’s support team told some of those same users that they only issued end of contract notifications to their broadband and mobile services, which appears to contradict a 2022 ruling.

This brings us back to August 2022, when Ofcom concluded a long-running investigation into Sky, which found that they had broken consumer protection rules by failing to send ECNs to their satellite-based Pay TV customers (here). Sky’s original argument against this, which the regulator rejected, was based on the fact that the 2003 Communications Act excludes “content services” from the ECN rules, which instead only apply to “electronic communications networks” (i.e. Sky argued that their satellite TV services were “content services“).

The above context is key because Ofcom later informed ISPreview that, despite providing access to broadly the same services as their satellite-based products, Sky Stream and Sky Glass are currently classed by the regulator as over-the-top “content services” delivered through the internet, like Netflix, Disney+ etc. As above, content services are not regulated as communications services and thus fall outside the scope of Ofcom’s rules (General Conditions). Ofcom informed us that the one exception to this is if they’re delivered as part of a bundle (e.g. alongside Sky Broadband), then ECNs would still apply.

Sky then launched a legal challenge against Ofcom’s 2022 ruling and, despite losing several attempts to overturn it, the broadcasting giant then filed another application for permission to appeal with the Court of Appeal just before Christmas 2024.

A Sky spokesperson told ISPreview (March 2025):

“We’re committed to providing our customers with the best possible service across all our products and offer an extensive range of options to help them manage their Sky TV services and bills.

We do not believe that Sky’s pay-TV service is an electronic communication service under the definition in the Communications Act 2003 and continue to seek legal review to clarify what has been a long running, genuine difference of views on interpretation of the law.”

This case (CA-2024-002837) finally had its day in court at the end of last month, and the judges today ruled to dismiss Sky’s challenge (here – credits to forum member plunet for spotting).

Extract from the Case Conclusion

I therefore reject Mr Ward’s submission that Ofcom’s case is flawed because it causes a service that is mainly content to be regulated. Nor do I accept his submission that Ofcom’s case uses the content exemption to define the scope of the regulation of the rest. It simply leaves it out of account – consistent with what the parties accept is common ground, that the CRF does not regulate content. It is not (as Mr Ward put it) “the content exception that drives a service like Sky’s into the field of regulation”: that is achieved by the fact that the non-content element of the service consists wholly or mainly of the conveyance of signals. As I have observed above, in connection with the BEREC report, it is Sky’s interpretation that would cause the extent of content to be used to determine whether conveyance of signals falls within regulation. That is counter-intuitive, to say the least, when the regulatory regime as a whole is intended to keep the regulation of content and of transmission separate, given the fundamentally different aims of the two regulatory regimes.

Second, it better accords with one of the key aims of the CRF and the EECC, namely to bring the transmission element of broadcasting networks within the regulatory framework applicable to communication services. We were not presented with any evidence as to the proportion of an overall service provided by any other broadcaster as between transmission and content, but viewed (as Mr Ward accepted it must be) from the perspective of the end-user, it is not difficult to see that the element of most interest will usually be content, rather than how that content is transmitted. Sky’s approach would – to put it at its lowest – create a significant risk of thwarting that key aim. Ofcom’s approach achieves that key aim, whilst ensuring the separate regulation of content and of transmission services.

Third, and contrary to Mr Ward’s submission, the “wholly and mainly” test, on Ofcom’s interpretation, still performs a valuable function: that of ensuring the regulation is proportionate, by balancing the various technical components that make up the service and enquiring whether that which consists of conveyance of signals, by the entity to be regulated, is the principal feature. Mr Ward gave, as an example of a service that would escape regulation because the conveyance of signals element was less than the principal feature, an electricity supply service that included a smart meter. nother example is Pay TV content carried over the open internet: on a purely “tech on tech” balance, this does not qualify as an ECS.

Fourth, Ofcom’s approach also better accords with the objective of legal certainty. I have already observed that if the wholly or mainly test is applied to the service as a whole including content services, then it is likely to take most broadcasting services out of the definition of an ECS, which cannot have been the intention. Even if that is not correct, however, then seeking to balance the relative importance of content and transmission services from the end-users’ perspective involves inherently difficult value judgments. As Green LJ put it in argument, transmission services and editorial control are almost philosophically different. The test could not be answered simply by identifying the amount spent by the broadcaster on different elements.

While it is true that a value judgment is still called for if the test is to be applied to what remains after exclusion of content services, it is a much more straightforward exercise, likely to lead to greater consistency in application and thus greater legal certainty.

This would point even more strongly in Ofcom’s favour if “content service” were to be construed as extending to the provision of content by its transmission, even where that content was produced by third parties, as Mr Holmes suggested. In that case, identifying whether the content or transmission element was the main or principal element would be even more difficult. That, as I have noted above, was not the approach adopted by the ECJ in UPC Nederland and Sky did not develop any argument on the point before us. Mr Ward said that in an effort to invite the Court to decide no more than was strictly necessary it had not made submissions on that point. In those circumstances, and since my conclusion does not depend on it in any way, I need not address the point in this judgment.

For the above reasons, I consider that the Tribunal came to the correct conclusion, and I would dismiss the appeal.

At present it is not known whether Sky will continue to fight the decision. ISPreview has asked Sky to comment and will report back once they respond.

Original article Total Telecom:Read More

Press Release 

Boldyn Networks (Boldyn) and Virgin Media O2 have significantly enhanced 5G connectivity at the Stadium of Light in Sunderland with Boldyn’s connectivity-as-a-service (CaaS), the UK’s first full neutral host RAN managed service in a high-density demand venue.

O2 customers are the first to benefit from this innovative network delivered by the Sunderland Open Network EcosysTem (SONET) project, which will bring enhanced mobile connectivity to the iconic stadium, improving the way fans experience and engage with live sports.

Pioneering technology

Boldyn’s CaaS showcases the potential of advanced Open RAN technology, featuring an enhanced connectivity managed service that combines an evolved DAS system supporting O-RAN fronthaul interface standard and JMA XRAN®, a pioneering 5G O-RAN technology stack, with Boldyn’s Network Management System (NMS). This fully virtualized O-RAN-based platform reduces space and power requirements by up to 60% compared to traditional indoor architectures. The integration with Boldyn’s NMS reduces operational costs through the digitisation and automation of the service assurance processes.

With its innovative CaaS, Boldyn provides dedicated network management, monitoring, and optimisation resources for the venue— increasing the levels of service assurance while reducing involvement from the mobile operator’s own resources. Most importantly, the 49,000 stadium spectators benefit from high-speed 5G connectivity, a significant upgrade from its decade-old network system, resulting in richer connectivity experiences for everyone.

For mobile customers, the new network will translate into high-quality connectivity and more interactive, digitally enabled services, including seamless uploads and downloads of videos and social media, increased safety, and personalised experiences during events like in-seat food ordering.

A public-private collaboration

The forward-looking project is part of SONET’s aim at driving innovation and digital transformation across Sunderland, with the deployment of high-speed 5G connectivity at the Stadium of Light and the new British Esports Arena. Partially funded by UK’s Department for Science, Innovation and Technology (DSIT), it represents a true collaborative effort between public and private entities to bring top of the line digital experiences to fans and visitors.

This will be especially important as the venue prepares to host the opening match of the Women’s Rugby World Cup and Sunderland AFC returns to the Premier League, now supported by a network that’s as ‘Premier’ as the football on display.

“This project underscores our commitment to delivering innovative connectivity solutions that enhance the digital experience for users in high-density environments, without sacrificing cost or energy efficiency,” said Brendan O’Reilly, CEO of UK & Ireland at Boldyn Networks, during a tour of the iconic stadium together with Igor Leprince, Group CEO of Boldyn Networks.

 “The launch of CaaS at the Stadium of Light is a testament to Boldyn’s dedication to pushing the boundaries of digital connectivity and setting new standards in the industry. We are incredibly proud to play our part in the SONET project and in enabling more engaging interactions at stadiums and arenas across the UK”, he added.

Dr Rob Joyce, Director of Mobile Access Engineering at Virgin Media O2 said: “We have a long history of giving our customers access to the best live entertainment, so it’s only natural that they will be the first to benefit from the next generation 5G network at the iconic Stadium of Light. Our Mobile Transformation Plan is focused on improving the connectivity experience for our customers no matter where they are and this work with Boldyn Networks is ensuring match going fans can experience a seamless connectivity experience.”

David Bruce, Chief Business Officer of the Sunderland Association Football Clubsaid: “The launch of an enhanced 5G network at the Stadium of Light marks another exciting step forward, not just for Sunderland AFC, but for the entire city. This technology will unlock incredible opportunities to enhance the matchday experience for our supporters through faster connectivity, richer content, and more immersive engagement than ever before. It reflects our ongoing commitment to putting fans at the heart of everything we do and forms part of a continued period of investment in the Stadium of Light. As part of the City of Sunderland’s vision for innovation and growth, we’re proud to play our part in shaping a smarter, more connected environment for our community.”

Original article Total Telecom:Read More

News

Ocean Networks, the Hawaii-based telecom development and service company, has moved a step closer to delivering the Hawaiian Islands Fiber Link (HIFL) by naming Prysmian and International Telecom (IT) as its partners for the new inter-island cable.

The HIFL is part of Hawaii’s Connect Kākou broadband initiative, aimed at expanding access to high-speed connectivity across the state. The system will span roughly 740km between Oʻahu, Hawaiʻi, Maui, Kauaʻi, Lānaʻi, and Molokaʻi, and include 24 fibre pairs.

Prysmian will supply approximately the cable itself while IT will provide essential engineering and installation services for the HIFL system. Ocean Networks is responsible for the supply, construction, operations and maintenance of the system, under the oversight of the University of Hawaiʻi System Office for Information Technology with support from the Research Corporation of the University of Hawaiʻi.

“We are thrilled to be working with industry leaders like Prysmian and International Telecom, whose expertise is crucial to achieving our goal of enhancing high-speed broadband access across Hawaiʻi,” said David Blau, Chief Operating Officer of Ocean Networks. “Securing these contracts represents a major step forward in the construction timeline for the HIFL project, bringing us closer to fulfilling the promise of improved connectivity for all of Hawaiʻi’s residents, businesses, education, and government entities.”

The project’s funding and governance were first laid out in 2024, including a $120 million funding package, partially drawn from federal grants and private equity.

The system is expected to be ready for service in late 2026.

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