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Into the Light from IET Knowledge Network PDF Print E-mail

From the article "Into the Light" By David Sandham of IET Knowledge Network; Copyright, April 7, 2009.


In the second of two features on the history and future of the fibre market, E&T asks whether we are on the brink of a new fibre-optic network revolution.
 
The telecommunications industry built too much fibre-optic network capacity during the 1990s. Companies such as KPNQwest, FLAG, Global Crossing and Tyco borrowed too much money and laid too much fibre, and suffered the consequences. Is that over-capacity still present? It’s not clear. 
 
Most would agree with Jeff Ferry of optical network company Infinera when he says that “there is spare capacity in optical fibre between most major cities”.
 
But how much? Mike Stein, CEO of Darkstrand, a network provider, says that about 80 to 90 per cent of the world’s fibre is unlit, that is not being used to carry data. Julian Rawle, managing partner of Pioneer Consulting, says that only 18 per cent of world submarine fibre capacity is lit.
 
Prices for fibre-optic network capacity collapsed when the Internet bubble burst. Stein says they have remained relatively flat since, though there “has been a spike” since about a year ago.
 
Vinay Rathore, senior director of marketing for EMEA at optical networking equipment maker Ciena, disagrees that overcapacity is a pressing issue.
 
“I don’t know anyone who believes overcapacity is a looming problem,” he says. “The bigger concern is that we are not increasing capacity fast enough, while at the same time reducing cost per bit. There are places where dark fibre is plentiful, but also many where it is not available at all. Radically different prices reflect this reality.”
 
Part of the difficulty with knowing the true use of fibre-optic networks is that the price of the bandwidth they offer, which could be used as a proxy for use, is not freely available. Consultancy TeleGeography is one of the few sources of information on fibre pricing.
 
“No one really knows for sure what people are paying for their bandwidth because carriers are extremely careful about giving out that kind of information,” says Rawle.
 
Precious dark fibre
 
Stein suggests that telcos are sitting on masses of dark fibre, which they do not want to release. But Rawle disagrees with this view, in which the telcos are like oil barons, carefully managing the supply of a precious resource. Telcos want to make sales, but don’t want to lease dark fibre to companies that would sell the capacity on, because they would prefer to sell a high-value service than a commodity infrastructure.
 
Chicago-based Darkstrand gets around the telcos’ reluctance to sell dark-fibre capacity by sourcing it from a research network instead. National LambdaRail leases dark fibre and uses it for supercomputing applications that demand huge amounts of bandwidth. But National LambdaRail does not need all of its capacity at the moment and so has leased 80 lightpaths of 10Gbit/s each to DarkStrand.
 
Darkstrand has since talked with companies, including Caterpillar, State Farm, Disney and Sony, about selling them this capacity. According to Stein, who founded Darkstrand, he can offer capacity more cheaply than telcos: “Telcos are not crazy about our model, but we are not competing with them for residential customers. Major corporations are building their own dark-fibre networks. If they were being serviced properly, they would not be building these networks.”
 
Others disagree about the advantage to a business or government of owning dark fibre. Stu Elby, vice president of network architecture for Verizon’s technology group, says: “The cost of optical transmission is almost entirely in the electronics and operations, administration and maintenance of these electronics, not the fibre itself. The scale of a large carrier could always bring a lower total cost of ownership to a fibre route than a smaller government or business could. There are exceptions – special speeds or coding schemes that certain government agencies may require that cannot be purchased from a carrier.”
 
Rathore emphasises the importance of scale: “If a business or government needs large amounts of bandwidth and they have access to dark fibre at a reasonable cost, as well as the capability and desire to manage their network infrastructure, building their own networks on dark fibre will provide the ability to scale capacity at very low incremental cost.”
 
National LambdaRail does not own the dark-fibre capacity it sold to Darkstrand, but leased it from Level 3 in a 20-year deal that has some 15 years left to run. Some other research networks, such as Internet2, are not allowed to resell unused capacity, and Stein says there are rumours that AT&T is pressing research groups not to commercialise their dark fibre.
 
Internet growth
 
The Internet was born out of many academic and research networks, and Stein believes that a new superfast Internet is emerging in much the same way today. Video, file sharing, cloud computing and other high-bandwidth applications are driving demand for a second-generation Internet.
 
This is very different from a decade ago. As Rathore says: “In 1998, we were deploying 16 or 40 [channel], 2.5Gbit/s channel systems. Now channel rates are 40Gbit/s and going to 100Gbit/s.”
 
Rathore believes that long-term growth in bandwidth demand has been running at about 50 per cent a year. Others support that estimate. AT&T carries more than 15.8 petabytes of IP and data traffic on an average business day, and says that its traffic volume is growing more than 50 per cent a year.
 
For Stein, it is significant that President Obama has included Eric Schmidt, the CEO of Google, among his advisers. “The digital society that everyone predicted [in the late 1990s] is now here,” Stein says. “It just happened more slowly.”
 
Is the current economic downturn affecting demand for bandwidth? Elby says not: “We have not noticed any bandwidth demand slow-down.”
 
Rathore agrees: “The fundamental drivers of our customers’ business remain strong.”
 
New technologies
 
Technological advances have increased the capabilities of existing fibre. “
 
Customers are demanding speed and flexibility in optics that were not commercially feasible ten years ago,” says Rathore of Ciena. In response, new technologies have evolved. One of the most important is the reconfigurable optical add-drop multiplexer (ROADM), which enables automated, all-optical wavelength switching between different fibres. In wavelength-division multiplexing (WDM) many optical carrier signals are carried (or multiplexed) on a single fibre by using a different wavelength of light for each.
 
AROADM can add or drop traffic to or from a fibre entirely in the optical domain, which is simpler than converting the optical signals back into electronic signals. For Rathore, ROADM is one of the most important technologies of recent years, as it “evolves the WDM layer from simple point-to-point capacity delivery to an automated and flexible network-switching layer”.
 
Rathore says that running the Ethernet networking protocol over optical networks is also likely to become important.
 
“Ethernet over optics seems to be the leading contender for the long term,” he says.
 
Ethernet over optics involves combining Ethernet framing with optical networking. Almost all corporate Intranet traffic uses Ethernet in the local area network (LAN). As the trend to share information beyond the LAN grows, it makes more sense to use Ethernet on the optical network, removing the boundary between the LAN and the wide area network.
 
“Cloud computing and storage virtualisation will be key drivers pushing data that typically ran on a LAN to the wide area network,” says Rathore.
 
Elby agrees about the importance of Ethernet over optics: “The industry is on the verge of converging Ethernet and packet capabilities into optical platforms. This convergence has significantly reduced operating and capital expenses for the carriers that take advantage of these advances.”
 
Ferry of Infinera believes that technological development is more significant than fibre build. “Fibre is not the major constraint to expanding network capacity economically,” he says.
 
“Each optical fibre can carry tens of terabits per second of capacity and there is spare capacity. The constraint in many places is due to insufficient capacity in the optical systems, or other networking systems.
 
“Our breakthrough in photonic integration [an ROADM] is important because it helps to make capacity additions to the optical network easier and more cost-effective.”
 
Enough is enough?
 
Åke Sundin, technical manager in the network department of AB Stokab, which manages Stockholm’s fibre-optic network, disagrees that the world has enough fibre.
 
“Fibre-to-the-home projects have just started,” he says. AB Stokab’s Stokholm network is made up of 5,600km of cable carrying 1,200,000km of fibre. Sundin believes that the key developments today are in the access network. “Building the access network will put more demands on the metro or city networks that currently exist either to increase fibre counts in cables or to implement cost-effective electronics,” he says. Stockab will be increasing fibre counts.
 
Elby of Verizon agrees about the importance of the access network. “Fibre to the premises is driving new fibre construction in the local networks.” He says that Verizon has very little spare long-haul fibre, with most of it being lit using 10Gbit/s technology on fewer than 80 wavelengths per fibre. “We are upgrading these to 40Gbit/s on 128-wavelength systems, so there is plenty of growth capacity. Also, we anticipate upgrading to 100Gbit/s beginning in 2010.”
 
Submarine revival
 
Submarine fibre-optic cables are being laid again, especially in the Asia Pacific, South Asia, India, Middle East and African markets. For example, the Trans-Pacific Express (TPE), a $500m fibre-optic submarine cable system, was launched in September 2008.
 
TPE connects the United States, China, Korea, Taiwan and Hong Kong over a total of 18,000km. The new link will increase the capacity between the US and China sixty-fold. It is designed to carry up to 5.12Tbit/s, though it will be configured to handle 1.2Tbit/s at first. Customers can buy 10Gbit/s links. TPE is the first fibre-optic submarine cable to land on the west coast of the US in six years, since the Tyco Global Network (TGN) was commissioned in 2002.
 
Other new links include Asia American Gateway, a 1.92Tbit/s fibre-optic system due to enter service soon, connecting the US, Malaysia, Singapore, Vietnam, Hong Kong and the Philippines.
 
Europe India Gateway is a 3.84Tbit/s submarine fibre-optic cable project, due to be completed by the second quarter of 2010, which will land in the UK, Portugal, Gibraltar, Morocco, Monaco, France, Libya, Egypt, Saudi Arabia, Djibouti, Oman, United Arab Emirates and India.
 
Google has combined with other companies to build a trans-Pacific fibre-optic cable called Unity. According to Rawle, Google had the idea because it is building a server farm in Malaysia which it needs to connect to the US. “They went into the market but could not get the price they wanted so came up with the idea of a mini-consortium,” he says. Unity will be built by Tyco and NEC for $300m and will provide 4.8Tbit/s.
 
More than 25 submarine cable systems are due to be built over the next three years. According to consultants T Soja, over the next few years 85,000km of cable will be installed annually, approaching the 100,000km that was installed in 2001.
 
This revival, if it survives the economic downturn, may benefit from learning the lessons of the first Internet boom and bust. There are signs that it has. In the late 1990s, for example, suppliers rushed to fill demand as quickly as possible. Nowadays, says Rawle, “in the face of rising demand, Alcatel and Tyco [the two leading submarine cable suppliers] are pushing out delivery dates to 18 months or even two years, which is unheard of”.
 
This dampening effect could be beneficial: “This is the only thing that will save the submarine [fibre] industry from another big bust at the end of the cycle.”
 
The opportunities for fibre are greatest in the Asia Pacific region where strong demand is mismatched with low penetration. The oil-rich Persian Gulf area is also underserved, especially Iraq. But in Africa there is “lots of talk, but few results”, according to Rawle.
 
Meanwhile, supply on transatlantic routes is tightening because no new submarine fibre has been laid on the route since 2002, when Apollo (the system owned by Cable & Wireless and Alcatel) was commissioned.
 
All this investment will depend on global economic circumstances. Rawle is forecasting a fall in submarine fibre investment in 2010-12, though he believes it will pick up again after that. Though prices per bit will continue to fall, demand for Internet bandwidth is strong. The Internet has not yet finished changing the world.
 
Into the Darkness from IET Knowledge Network PDF Print E-mail

From the article "Into the darkness" By David Sandham of IET Knowledge Network; copyright March 18, 2009

 

In the first of two articles on the history and future of the fibre market, E&T looks back to the first fibre-optic network boom and bust and asks what lessons can be drawn.

In the heady days of the late 1990s, many believed that the Internet would revolutionise the world in ways that could scarcely be imagined. It would make communications easy and ubiquitous, and render old ways of communicating redundant.

The Internet revolution went well beyond engineering: people changed their business models and lifestyles. There was a sense of barriers breaking down. Nothing seemed impossible. For some, the Internet became almost a faith. Companies based on the Internet were much more highly valued than ‘old economy’ rivals, even if they had never turned a profit. Venture capital funds (VCs) threw money at Internet projects like it was going out of fashion. As one entrepreneur says of those days, “All you had to do was say the word ‘Internet’, and the VC wrote out the cheque.”

At the outermost stretch of this bubble, billions of dollars were spent installing fibre-optic networks that, it was imagined, would be needed to carry all that Internet traffic – and billions were lost.

“The investment in submarine fibre-optic networks peaked in 2001 at around $16bn,” says Julian Rawle, managing partner, Pioneer Consulting. This compares with an average annual investment in submarine fibre since 1986 of just $2.4bn. Investment in terrestrial fibre-optic networks was similarly out of control.

“In 2001 there was so much money sloshing around looking for a home, people were not behaving rationally,” says Rawle. “All that money was waved in front of their noses, and it made them go crazy.”

 

The collapse of KPNqwest

One of the biggest failures was KPNQwest, the Netherlands-based joint venture between Dutch national operator KPN and Denver, US-based telco Qwest. KPNQwest’s strategy was to combine state-of-the-art fibre-optic networks with the customer base of EUnet International, whose Internet pedigree dated back to the first European Unix networks, and which had been bought by Qwest in April 1998.

KPNQwest borrowed billions and built a state-of-the-art, high-capacity European fibre-optic network that ran for 25,000km through 18 countries. The company swelled to 2,500 employees. KPNQwest had about 100,000 corporate clients, including Microsoft, Cable & Wireless, and many Internet service providers. Some estimates say that the KPNQwest network carried between a third and more than half of all European Internet traffic by 2000. Two years later the company was bankrupt.

KPNQwest went bust because it overestimated demand, borrowed too much, built too much, and was unable to pay back its banks. It filed for bankruptcy in May 2002. Before thec oup de grâce, executives tried frantically to find the money needed to keep the network running. Rumours circulated that Russian oil giant Yukos was about to buy it. Other interested parties were said to include Dublin-based telco eTel, and US investment bank Lehman Brothers. All negotiations failed.

The network remained in operation for some weeks after the bankruptcy, but with no money to pay suppliers, in July 2002 it was officially shut down. For a while, interested viewers could log on to a webcam at the KPNQwest Network Operation Centre and gaze at the sad sight of an empty room with dozens of terminals, but no people.

The Dutch, German, and Belgian parts of the KPNQwest network were eventually purchased by Dutch parent company KPN. Other parts were bought by the UK-based Interoute, which now runs the largest fibre-optic network in Europe. The Austrian and Swiss parts of the KPNQwest network went to local operators in each country. Operators refocused on their local markets, leaving continental and trans-continental fibre links to long-established players such as AT&T and BT.

Qwest, unlike its joint venture KPNQwest, never filed for bankruptcy but was left with massive debt, as was Level 3, another large fibre owner. AT&T, Verizon and Sprint managed, through foresight or luck, to sidestep the fibre bubble. AT&T was never a big builder of fibre, but both AT&T and Verizon bought up fibre assets when the bubble burst, as did Reliance and Tata. Sprint does not own much long-haul fibre, even though it built one of the first US fibre-optic networks, preferring to lease capacity.

 

FLAG’s fortunes

Another victim of the bubble was FLAG. In 1996, a consortium began laying a 28,000km Fibre-optic Link Around the Globe. FLAG became the world’s longest cable network. It stretched from Cornwall in the UK to Spain, Italy, Egypt, India, Thailand, Hong Kong, Korea and Japan. The idea was to provide capacity for connections to the Far East. Side connections were built to the United Arab Emirates, Malaysia and China.

On 2 April 2006, Flag Telecom Holdings filed for bankruptcy protection. It had been unable to cope with insufficient demand, over-capacity, and $2.6bn of debt. FLAG was later bought by a subsidiary of Reliance Infocomm, the Indian mobile network operator, for $207m. The largest shareholder in FLAG prior to the takeover was Verizon.

“Verizon (formerly Bell Atlantic) divested most of its interest in FLAG, but FLAG is still healthy and provides excellent trans-oceanic connectivity to numerous countries,” says Stu Elby, vice president of network architecture for Verizon’s technology group.

Other giants who came crashing down as the Internet bubble burst were WorldCom and Global Crossing. WorldCom’s bankruptcy in 2002 was the largest in US history –until the collapse of Lehman Brothers. WorldCom mis-stated $3.8bn of expenses as capital costs. It broke accountancy rules to keep profits looking healthy. Its former CEO, Bernard Ebbers, was sentenced to 25 years in jail. Like FLAG, WorldCom was eventually rescued by Verizon, which bought it for $7.6bn in July 2006.

From 1999 to 2000 Global Crossing grew from a small company of 250 staff to a giant of 14,000 employees with an international high-speed fibre-optic network. It filed for bankruptcy in January 2002. Its former vice president of finance, Roy Olofson, said the company had become involved in swap transactions including a $100m exchange of capacity with Qwest. The company denied any wrongdoing. Global Crossing was broken up after its bankruptcy. Part of it became Asia Netcom, today known as Pacnet. Another part became Pacific Crossing. Today Global Crossing is owned by Singapore Technologies Telemedia and employs about 5,000

Some suppliers also caught Internet fever. Tyco Submarine Systems was spun off from AT&T as a supplier of submarine cable systems, and decided to build its own fibre-optic submarine network, the Tyco Global Network (TGN), in competition with its customers.

“It seemed a crazy idea on the face of it,” says Rawle. “And it was.” Tyco nearly collapsed because of the TGN venture, which was later acquired by Tata, the Indian giant. Dennis Kozlowski, the former CEO of Tyco, was convicted of fraud and misappropriating more than $400m. He was sentenced to jail for at least eight years.

The downturn hit other suppliers. KDD Submarine Cable Systems, which built FLAG and many other systems, exited the market in 2001. Pirelli’s submarine cable arm was bought by Alcatel, which now dominates the market alongside Tyco.

 

Bandwidth trading

One symptom of the Internet bubble was an overemphasis on bandwidth trading. A paper by Chris Kenyon and Giorgos Cheliotis of IBM summed up the new philosophy: “As bandwidth becomes a commodity … the dynamics of network markets are set to be the basis for spot and forward prices.”

Fibre capacity was recast as a tradeable commodity. Telecoms executives hoped to marry their world to the apparently more glamorous world of broking and banking. Many who pursued bandwidth trading did so in the belief that if telecoms sales became more like the financial markets, they would become more efficient. They dreamed of swift, dealer-type trading replacing the lengthy contract negotiations typical of the telecoms world. But their plans should have been questioned.

A network connection from A to B is a very specific offering. Engineers know this, and know how to work around the issues. Financial markets, by contrast, depend on the interchangeability of the items traded: one barrel of Brent crude oil has to be the same as another in order for a futures market to work. But bandwidth doesn’t work this way.

Bubbles often attract people with little experience in the expanding sector. The largest player in the bandwidth trading market of the late 1990s was Enron, an energy company. In 2000, Texas-based Enron reported $101bn in revenues and employed 22,000 people. It had been named America’s Most Innovative Company by Fortune magazine for six years running. In 2001, it sought bankruptcy protection.

Bandwidth and fibre trading was not responsible for Enron’s collapse. Enron’s problems were due to the fact that much of the ‘profit’ it claimed to have made was generated by trading with itself. But bandwidth trades provided one way for fast-growing companies to inflate their earnings. Enron and Qwest were close trading partners and in 2001, the two companies transacted a $500m swap that included dark fibre between Salt Lake City and New Orleans, despite the fact that both companies had overcapacity on that route.

During the bubble, people thought that the Internet would achieve far more, far more quickly, than it did. They built too many fibre-optic networks, flooding the market with unwanted capacity. After the fall of Enron, prices of bandwidth, including over fibre, collapsed. Operators watched as prices for bandwidth tumbled to a fraction of what they had been when they built the networks. Fibre capacity was being sold and resold for much less than the cable had cost to build, sometimes because the seller desperately needed cash.

Some cities were connected by thousands of fibre pairs, most of which were left dark. The prices for dark fibre became so low that some customers, including banks and international corporations with large data transfer needs, began buying up dark fibre and lighting it themselves.

According to Stephan Beckert, a researcher at consultancy TeleGeography, prices fell up to 70 per cent a year on major routes between 2000 and 2003. Between 2003 and 2005, carriers hardly added any capacity to networks. Though price cuts slowed after that, TeleGeography saw prices for monthly leases on 10Gbit/s links between Miami and New York City fall from around $75,000 in 2005 to below $30,000 at the end of 2007. Prices for 10Gbit/s connections between New York and London fell by 80 per cent from 2002 to 2007, according to TeleGeography.

During the downturn, no-one dug up their fibre infrastructure – they just left it unused. And most of the world’s submarine fibre-optic network capacity remains unused. According to Rawle, only 18 per cent of world submarine fibre is lit, up from 13 per cent in 2001. This low use is mitigated by the need to include redundancy. A number of submarine cables have been damaged recently, demonstrating the need for back-ups.

Engineers often ask management for more capacity when they have filled about 50 per cent of current capacity. Today, telecoms companies are laying fibre in some regions, but prices remain low.

What lessons can be learned from the fibre boom and bust? Massive infrastructure projects can be highly risky. Getting them wrong can have long-term consequences. When large sums of money are at stake, driven company executives can be tempted to bend the rules to maintain the appearance of success. And that new technologies often take longer than expected to deliver their promise.

The Internet promised to change the world and is doing so, but not quite as fast as had been imagined.

 

 
Pioneer Consulting Supports the Main Route Survey Operation for the MainOne Cable System PDF Print E-mail

 

BOSTON (April 2, 2009)—Pioneer Consulting, Project Managers of the MainOne Cable System Implementation working for Main Street Technologies, announce that the main route survey operations have commenced. Phase I of the 1.92 Tbit/s MainOne Cable System covers the route from Portugal to Nigeria with a spur to Ghana.

Following completion of the 27 kilometers inshore survey operation near Portugal last month, Pioneer’s shipboard representative joined the GEMS main route survey vessel “Kommander Jack” on March 26, 2009. In the coming two-month operation, while en route, a number of additional spurs will be evaluated as the vessel charts the undersea terrain from Europe to Nigeria.

Setting the trend for program achievement, Pioneer’s Project Director Keith Schofield confirmed that the inshore survey had commenced in January ahead of schedule, and that manufacturing of both cable and sophisticated electronics within the submerged repeaters were also proceeding ahead of plan. Schofield added “All the organizations are working as one team with one goal—a successful project.”

Pioneer’s Managing Partner and MainOne Lead Systems Engineer Howard Kidorf commented, “The MainOne Cable is benefiting from the latest proven technology from a world-class system supplier, including low-loss fiber and the option to add and drop traffic on a number of additional landings. This route survey will demonstrate the security and viability of the route for a 25 year design life.”

CEO of Main Street Technologies, Funke Opeke, advised that progress on the terrestrial infrastructure is matching the progress on the submarine system, with the terminal station in Portugal already in place and new construction in Nigeria and Ghana passing through local planning and construction preparations many months ahead of the required implementation date.

Asked why she had contracted Pioneer Consulting to oversee implementation of the project, Opeke stated, “The MainOne project is being implemented to the very highest global standards. This includes the selection of an experienced team, such as Pioneer Consulting to lead the implementation. Pioneer is allowing MainOne to focus on operational preparation. When it comes to inspiration, guidance and delivery, it’s worth going to an organization totally familiar with carrier’s needs.”

For more information on Pioneer Consulting please visit http://www.pioneerconsulting.com. For further information on MainOne Cable Company visit: www.mainonecable.com.

 
Pioneer Consulting Moderates Key Panels at Capacity Caribbean 2009 PDF Print E-mail

Conference Calls for more unified approach to key issues with education seen as critical

BOSTON (February 24th, 2009) — In a panel session entitled “Achieving Optimum International and Regional Telecom Connectivity”, Julian Rawle, Managing Partner at Pioneer Consulting, led a discussion with representatives from key Caribbean island markets on overcoming key challenges to providing the necessary access to international bandwidth.

The panel concluded that “optimum connectivity” meant different things to different people. From an incumbent carrier’s perspective, it meant planning sufficient capacity for the next three years; from a CLEC’s point of view, it meant offering the lowest price; and a global service provider offered a vision of expanded network services.

The panel went on to consider options for improving access and concluded that education of the Caribbean populations is critical to ensure that there is an adequate skills base available within the region. The panel also identified cheap PCs, deficit financing, and the penetration of fixed and mobile broadband as critical drivers for improving access.

The discussion then turned to how these drivers might be better facilitated. The panel concluded that a more unified approach from Caribbean governments would serve all interested parties well and suggest that the conference organizers, Capacity Media, should invite representatives from suitable neutral bodies to debate this issue at the next event.

A second panel session, also moderated by Julian Rawle, looked at drivers of demand, capacity availability, services and applications and latest technologies in Puerto Rico, Jamaica, and Dominican Republic, as well as globally.

This panel concluded that efforts to attract global enterprises to come to the Caribbean were hampered by a lack of skills and relatively high costs, especially for power and telecom connectivity. On the subject of international capacity, the panel felt that the island markets under consideration had sufficient connectivity for the foreseeable future but opportunities in other Caribbean islands remain.

In summarizing the outcome of the panel sessions, Julian Rawle thanked Capacity Media for organizing this important annual event which brings together all the movers and shakers of the Caribbean telecom market and advocated collaboration among the islands’ telecom communities to address impediments to growth. For more information on Pioneer Consulting and its products and services visit the company’s website at www.pioneerconsulting.com or e-mail This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

 
Pioneer Consulting Awarded MainOne Contract PDF Print E-mail

 

BOSTON (January 16, 2009)—Pioneer Consulting has been selected by Main Street Technologies (MST) to oversee the project management and engineering of its MainOne submarine cable system. The U.S. based firm will be providing expert advice while tracking the design, engineering and implementation of Main Street Technologies’ investment. Hired as an integral part of the management team, Pioneer Consulting will supervise the implementation of the network while supplying comprehensive support.

When completed, the MainOne undersea cable system will span 14,000 kilometers and will provide direct international connectivity for West African countries to Europe and beyond.

“Our team of experts is delighted with the opportunity to work with the strong management team at Main Street Technologies,” stated Howard Kidorf, Managing Partner of Pioneer Consulting. “We are pleased that MST has recognized that Pioneer Consulting can deliver the comprehensive project management and engineering services that this project needs to be successful.”

Keith Schofield, Director of Submarine Networks at Pioneer Consulting and lead project manager, describes the progress. “MainOne is progressing ahead of schedule, with marine route survey activities underway and key licenses being confirmed. We have also undertaken a full contract review audit of the system supplier. Pioneer Consulting and MST are gearing up for the busy manufacturing schedule and construction of cable stations in both Ghana and Nigeria, to complement the Portuguese station already in place. Pioneer Consulting’s long experience in submarine networks makes us the natural choice for soundly implemented projects.”

Pioneer Consulting is an international telecommunications consulting, engineering, and market research firm. For over 10 years, Pioneer’s accurate, insightful, and thorough advisory services have provided clients with objective and independent guidance in support of their strategic goals. Pioneer’s capabilities range from market analysis and feasibility study, through system design, engineering and supply, to project implementation. For more information on Pioneer Consulting and its products and services please visit http://www.pioneerconsulting.com or send an e-mail to: This e-mail address is being protected from spam bots, you need JavaScript enabled to view it

About Main Street Technologies (MST): Incorporated in November 2006 as a 100% African-owned corporation, MST is the developer and primary sponsor of the MainOne cable system. When completed in 2010, this system will deliver wholesale international telecommunications services to West African countries. MainOne’s operational offices are located in Nigeria, Ghana and Portugal. For further information on MainOne Cable Company and MST visit: www.mainonecable.com.

 
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