Thanks for tuning in today to 5G Talent Talk. My name is Carrie Charles and I am your host. I am thrilled to have with me a guest that I have been following on LinkedIn for years and years, reading his posts, and finally, I just reached out and said, you’ve got to come on the show. So I’d like to introduce everyone to Ken Schmidt. He is a wireless infrastructure thought leader. I think he’s a thought leader because, as you’re going to hear in a few minutes, he’s got just an incredible insight into our industry. He’s also the president of Steel in the Air, which we’ll hear a little bit more about in a few minutes. So Ken, thanks for joining me. Welcome.

Carrie: Let’s talk about you and how you got into the industry. Tell us a little bit about your story.

Ken: Sure. About 25 years ago, in 1997, I graduated from law school. A gentleman that I went to law school with had started a local tower company and brought me into the industry, along with a couple of other people from law school, to help him build what would eventually become a couple hundred tower company down in the southeast. Through a number of things, I ended up doing some site acquisition on the side of the tower companies and the carriers and zoning, etc. Then I realized around 2000 that landowners were significantly underrepresented in the standard cell tower lease transaction. There wasn’t a lot of information available to them, and they were making mistakes, either by negotiating too aggressively or not negotiating aggressively enough. So, the thought came to me that I needed to start a business. In 2000, we started Steel in the Air. This is our 20th year providing service exclusively to the landowners.

Carrie: Congratulations on 20 years.

Ken: Thank you.

Carrie: Let’s go into detail a little bit more about your other company as well. Steel in the Air and also SteelTree Partners, I believe that’s your other company, right?

Ken: That is correct. SteelTree Partners is a company I’m a minority partner in. The majority partner is Bruce Wendt. Around 20 years ago, Bruce started an M&A advisory service for private tower owners. He had been handling acquisitions for a larger private tower company and felt that there was a market in terms of assisting tower owners in selling and representing their towers. Since then, we’ve sold three and a half billion towers on behalf of our clients. I think it’s around 3000 plus towers over that timeframe across the United States, South America, Central America. One of the things that has given me, as you mentioned earlier, the ability to have a lot of thoughts, whether they’re all good or not, I’ll let other people make that decision. But the thing that’s given us a lot of visibility to all different types of the sector from tower developers to landowners’ perspectives to doing expert services for investors, etc. As a result, I started posting a lot of those thoughts on LinkedIn, which is how you found me.

Carrie: I will share with you that every time I go to one of the industry conferences and I go up to a booth or I talk to somebody new and they’re like, “Ken Schmidt, Ken Schmidt, I know that from somewhere.” And then I’m like, “LinkedIn,” and they’re like, “My goodness, yes, I follow you as well.” LinkedIn has been a great place to meet a lot of people, share a lot of thoughts, and get a lot of dialogue going back and forth positively in terms of all types of things happening in the wireless industry.

Carrie: You know what I love about you, Ken, is that you tell the truth and you’re real. And like you said, you’re in a very unique position where you can do that, right? And it’s just so refreshing. Typically, your posts generate a lot of activity, and I love to see that because the only way we are really going to be successful is if we all get real with where we are and where we’re going, right?

Ken: Absolutely. I fully agree. From the perspective of not having any carrier clients, we don’t have any large public tower company clients. So from that perspective, I’m not beholden to them. I can afford to say things that are on my mind that may not be something that other industry vendors can say at risk of offending one of their larger clients. So that has certainly given us some flexibility. But on the opposite side, I don’t always have as good information as other people do. One of the things that I’ve really enjoyed about LinkedIn and meeting people on LinkedIn is they do have good information. With the volume of people willing to review and respond, etc., I get as much information back as I put out there.

Carrie: Here’s what we’re going to do today. We’re going to go through what we’ll call hot topics. We’re not really going to have a theme, but we’re just going to hit on all of these topics and just talk about them. So, very similar to a lightning round, similar to what you do on LinkedIn, but live. Why don’t we start with 5G? Where are we now? Where is this going?

Ken: I think that 5G from a carrier perspective has been somewhat disappointing. We can’t ignore that there was a lot of efficiency gained by deploying 5G in terms of operating a network and being able to handle the additional volume and capacity necessary in wireless networks today. But simultaneously, there hasn’t been a significant growth opportunity. The industry likes private networking, 5G deployment, small cells, etc. But fundamentally, there hasn’t been a substantial increase in terms of the ARPU, the revenue per user that each of the wireless carriers has. As a result of not being able to generate more revenue from 5G, we’re sitting in a position where the carriers had to step back this year or last year, primarily the last half of last year, and say, “What are we doing? Where are we generating? Where is this likely to go? Where are we going to be able to generate revenue?” So far, that use case doesn’t exist where every wireless user has to say, “I got to use my phone today and I need 5G to do it.” 4G is more than sufficient. So I think that’s where we’re at with 5G. The carriers have all taken a step back to say, “What do we do with this? How do we really make money from developing and deploying this much capital towards spectrum and infrastructure?”

Carrie: Companies have really invested a lot in private networks. Are they seeing monetization? Where’s the ROI here?

Ken: The ROI is primarily from getting the enterprise to invest in that private networking. From a neutral host standpoint of being able to go out there and encourage companies to come onto the private network, etc., it’s not really occurring. It occurs at some of the large venues, the sports venues, etc., where they absolutely need that type of capacity and use, and that there are must-haves for the wireless carriers. But from the perspective of the average-sized, middle-sized, and all these enterprises, there’s just not an opportunity there for monetization from public operator participation. It’s primarily the internal use case that is driving those that need greater security, faster throughput to operate industrial infrastructure within their facility. They have very dedicated and specific use cases that are really what we would call private networking as opposed to public operator private networking.

Carrie: We’ve had a very interesting economy this last year and moving into this year. What has been the impact of inflation on tower development?

Ken: Historically, over the last 20 years, the inflationary impact was about 4.5 percent per year, exceeding the typical consumer price index over that period. In recent years, various tower companies have come out and said that the cost of developing towers has increased by half, by 75 percent, from where it was just five years ago. A lot of that’s from the cost of steel, the cost of labor, etc., and also from MLAs, the master lease agreements, requiring additional loading on the tower. So collectively, what would have cost $300,000 to build the average tower five years ago is closer to $400,000 today.

Carrie: Wow, that’s significant.

Ken: Yes, it is.

Carrie: What about these master lease agreements you just talked about? How do you see this changing in the future?

Ken: Historically, master lease agreements were formed between the public tower companies and the wireless carriers. The public tower companies used their weight and ability to price to really inflate those, increase the cost to the wireless carrier, and make the terms of the master lease agreement restrictive so that every time a carrier had to put new equipment onto a tower, it became more expensive. They were getting charged every time they did that, and they didn’t like that. There’s been a clear push within the last five to seven years for the wireless carriers to look to alternative private tower company models that allow them a predictable lease rate at a lower amount, the ability to make improvements within a bucket of equipment as opposed to specific equipment, reduced escalation, and improved terms and other restrictions they didn’t like within their public tower company master lease agreements. So, whereas doing a master lease agreement with a public tower company was the primary way of developing towers, it’s no longer. It’s all private tower companies. Recently, we’re starting to see some pushback where some tower companies are saying, “No, we’re not going to agree to these onerous terms you’re trying to enforce.”

Carrie: I know a lot of people that own small tower companies all over the country. How is this going to affect the smaller tower companies? Is there an opportunity to get into this world as a tower owner or a tower company?

Ken: To answer the latter question, no. If you’re not already in it, if you’re not coming from a tower company and you don’t have the relationships with the wireless carriers already, it’d be very difficult to jump into the sector and try to make any type of movement, even with a lot of money. Tillman Infrastructure tried exactly that. They’ve had their successes and their failures. They’ve developed over 1500 towers, so it’s by no means a failure, but they’re also finding their way. So anyone else trying to get into the sector, well-capitalized or not, would still have similar issues. For the smaller tower companies, it’s challenging. The carrier goes back and takes all of the worst terms from different agreements and bundles them together in a master lease agreement that is more onerous for the private tower company. There’s a give and take, and some of that is deserved. The carriers deserve better master lease agreements than what they were entering into 20 years ago. The world is a different place. Many private tower companies are more than interested in doing build-to-suit agreements. It’s just a question of that give and take and at what point do you push too hard. For the private tower companies, to the extent that they’re doing master lease agreements with the carriers on anchor builds, where they’re building just for the carrier, they have to give a lot. There’s no shortage of tower companies interested in doing that, so they have to agree to it. Where I find some difficulty is when tower companies agree to these negative terms on their regular co-location leases. When additional carriers come onto the tower, it reduces the overall value of the towers they’re developing.

Carrie: So, it’s really a challenging landscape for smaller tower companies.

Ken: Indeed, it is.

Carrie Charles: The race to 5G is on and the battle for talent is getting fierce. Welcome to 5G Talent Talk with Carrie Charles, a podcast dedicated to helping you face the future workforce head-on. Navigate this challenging talent landscape with innovative strategies to attract, retain, and engage people in this new world of work. Only here on 5G Talent Talk with Carrie Charles, CEO of Broadstaff Talent Solutions.

Carrie Charles: Welcome to 5G Talent Talk. I’m your host, Carrie Charles, and I’m thrilled that you’re with me today. I’m also excited to have my guest today, Joe Pellegrini. He is the president and COO of Great Plains Communication. Thanks for joining me, Joe.

Joe Pellegrini: Thanks, Carrie. I appreciate you taking some time today.

Carrie Charles: Yes, yes. I remember I met you years ago at a conference and I’ve always had such incredible respect for you, so I’m really excited about this conversation. But first, let’s hear about your past. How did you get into telecom? How did you get to your seat today?

Joe Pellegrini: Yeah, it’s really a true telecom journey for me. It started way back when I graduated college and got a job with Southern New England Telephone on the ILEC side. I started in the construction division, got asked to move over to management, and then actually took part in a layoff. That was kind of my first larger telecom experience. I was six years there, but Fibertech was really picking up, so I jumped in with Fibertech. I was there 12-13 years, then Fibertech got bought by Light Tower, Light Tower got bought by Crown Castle, and that allowed me to step away. At that point in time, I figured I wasn’t going to be interested in being part of the bigger business, which opened up the opportunity with Everstream. We grew that business unbelievably over those four years. It’s been almost two years now that I’ve been at Great Plains. I stepped into this seat to continue doing what we’ve been doing for a lot of years: looking at systems and processes, growing the business, and ensuring that the customer experience is absolutely the best it can be. So, yeah, just a true 26-year telecom journey for sure.

Carrie Charles: I want to hear the Great Plains Communication story, but first, when we spoke, you said that the company has been around for 113 years?

Joe Pellegrini: Yeah, taking good notes. Yeah, 113 years. It’s a weird just. We are one of the oldest infrastructure providers across the Midwest. It started in Creighton, Nebraska, as a local telephone company. As technology and communications changed, business changed with it. We were actually one of the first providers across the Midwest to lay fiber and start to produce fiber-fed services. The growth over the years has been absolutely outstanding. Committed to the customer, willing to grow in all sorts of rural America as well as urban, and so really a committed business to providing to the underserved and unserved as well as the business community, the tower community, and all the rest that we can put on our platform.

Carrie Charles: What makes GPC different?

Joe Pellegrini: Ah, wow. I think there’s a few different things, but I would say the fact that we have six different business units that we continually feed and care for. We are not a pure-play fiber-to-the-home, we’re not a pure-play enterprise, we’re not a pure-play fiber-to-the-tower. We have a really robust wholesale business, we work with carriers, we do a decent amount of work now with the hyperscalers, not just providing service or connectivity for them but also being a point of presence inside the facilities to ensure that we can offload and onload services as well. Having a broader-based business as opposed to a single-shoot business allows us to dial up or dial down the business in each of those market segments.

A perfect example is MDU. We just started the MDU business about three years ago wholeheartedly, and last year the MDU group grew 96% in one year. We saw it as a market opportunity, turned the dial up, put the proper resources and dollars and people behind the effort, and we’re gaining those dividends now, which is very impressive, the growth over the three-year period.

Carrie Charles: I know that you’re a player in digital equity and BEAD funding as well. Talk about how GPC is going to participate in the BEAD funding.

Joe Pellegrini: Yeah, so I think that’s a two-part question for me. The history behind our involvement, GPC’s involvement in government-led efforts to solve for the broadband piece is 15-20 years old in its current iteration. It’s led by one of the leaders in the business, Ken Fister. He has spent an incredible amount of time, energy, and effort on this. He actually came from AT&T before this on the policy side and has been with us for 15 years. We participate in a whole ton of programs already: Capital Projects Funds, Broadband Bridge, Next Level 3 and 4 in Indiana, a reverse auction here in Nebraska, and the new enhanced AAM program.

For the BEAD piece, BEAD gets a whole ton of air time. Everybody’s talking about the $42.5 billion and whether it’s going to be like RDOF 2.0. We hope it’s administrated much more robustly than prior. We will absolutely participate in BEAD. We’re excited about our participation, but it will be in a thoughtful manner because we participate in so many governmental programs right now. We have had a ton of success in each of these programs, bringing services further and further into rural America, solving for digital inequity. We’re waiting for all the rules to get clarified in every state, and then we will thoughtfully participate across our footprint where we feel we can succeed, bringing services to local constituents and ensuring that we land where we’re supposed to within the governmental time frames.

Carrie Charles: Let’s switch gears a bit to company culture because I’d love to hear not only about the culture of GPC but how you’ve been able to maintain that culture over 113 years. Obviously, I’m sure the culture has evolved and transformed over that time period.

Joe Pellegrini: It has. It really has transformed since we’ve now been PE-owned. Grain Management took ownership in 2018 and they’ve been a tremendous partner, really helping ramp up the company. David Grain and his team came to us with a strong telecom understanding as well as tower, so they understood the space but stood alongside us and helped move the business forward. Before that, it was family-owned, so it was a slightly different version of things in terms of spend and year-over-year growth.

The culture is a wonderful place to be. We have folks who have been here 25, 35, 40 years, and others who have been here just days. Having those internal folks who have the history with them, when we bring folks in, it gives them a healthy understanding of the history and the effort it takes to continue being a positive work environment and delivering to the customer. People stay because it’s an interesting place where they’re continuing to learn and grow, and solving for and delivering on the commitment to the customer.

Carrie Charles: You mentioned that you have someone who’s been there 25 years. That’s incredible retention. Talk more about your secret to your unusually high retention.

Joe Pellegrini: I would say it’s respecting the employee, no matter what level, pay grade, or title. We have over 400 employees, and 50% of them work and live in the communities they service. It creates a collaborative atmosphere where we want to succeed for the business and for the customer. It’s about respectful, truthful engagement and allowing people to be part of the business. It’s not just about doing tasks but being part of decision-making and understanding why things are done, which fosters a fully engaged atmosphere.

Carrie Charles: How do you prioritize growth and development for your employees?

Joe Pellegrini: It’s allowing people to be responsible for their decisions. Asking someone to participate in the decision-making, execution, and sharing in the success or failure builds a stronger, more well-rounded employee base. We promote folks in leadership, teach, mentor, and allow them to participate in culture events and 360 feedback. We also have an internal training program and bring in external vendors for leadership development, fostering a continuous growth mindset.

Carrie Charles: What are your thoughts on remote work versus hybrid versus in-office?

Joe Pellegrini: I am 100% on board with remote work, and Great Plains Communications has embraced it fully. We have employees in all four time zones now. The systems and processes allow us to attract world-class talent to a regional business, which positions us to grow. Technicians are tougher to work remote, but for office staff and executives, remote work allows us to bring in talent from various locations. We treat folks like adults, and our remote work policy is working well for our business.

Carrie Charles: What is your vision for GPC moving forward, let’s say, the next 5 years or so?

Joe Pellegrini: Continued thoughtful growth. We have a long-term vision and participate in regulatory programs funded through 2039. We focus on the thoughtful deployment of capital and flexibility to adapt to market forces. It’s about making enough decisions to occasionally make mistakes and learning from them to grow the business. Continued development across different segments and solving for customer needs is our priority.

In this episode of 5G Talent Talk, host Carrie Charles chats with Tonya Stopke, Senior Vice President at World Wide Technology (WWT). Tonya shares her inspiring journey from humble beginnings to a leadership role, emphasizing perseverance, authenticity, and community support. Tonya discusses WWT’s evolution into a global tech leader, their pioneering work in AI, and their significant investments in staying at the forefront of innovation. She highlights the shift from 5G to AI focus at the recent Mobile World Congress and how WWT leverages AI for meaningful business outcomes.

The episode also covers WWT’s commitment to strong company culture, diversity, and inclusion. Tonya offers advice for women in tech, stressing self-awareness, advocacy, and the importance of a supportive network. She shares personal experiences on balancing career and personal life, and her passion for empowering women in technology.

Carrie Charles: The race to 5G is on and the battle for talent is getting fierce. Welcome to 5G Talent Talk with Carrie Charles, a podcast dedicated to helping you face the future workforce head-on. Navigate this challenging talent landscape with innovative strategies to attract, retain, and engage people in this new world of work. Only here on 5G Talent Talk with Carrie Charles, CEO of Broadstaff Talent Solutions. Thanks for joining me today on 5G Talent Talk. I’m Carrie Charles, your host, and today I have with me Tonya Stopke, Senior Vice President of Worldwide Technology. Tonya, thanks for joining me. I’m really excited about this conversation.

Tonya Stopke: Thanks for having me. I’m super excited to be here.

Carrie Charles: So, talk about yourself first. I want to know a little bit more about you, how you got into the industry, and how you got to your seat today. You’ve been very accomplished, and we’re going to hear a lot more about that later, but what’s your journey?

Tonya Stopke: Gosh, well nobody wakes up thinking they can’t wait to be in Telecom. My childhood dream was not to be leading the communication service provider division for Worldwide Technology, but here we are. It’s been an interesting journey. I’ve been with Worldwide for over 18 years. Like many people, you never think you’re going to start your career with one company and stay as long as I have, but somehow they haven’t kicked me out yet. I’ve had a number of roles at Worldwide, starting from an entry-level position to where I am today. I started my life in a trailer park, and for a long time, I was embarrassed to talk about it. Now I see it as one of the greatest gifts, giving me drive and tenacity. My mom’s influence and my experiences, from selling stationery to babysitting and waitressing, all contributed to my journey. I initially wanted to be an attorney but found my true calling in technology.

Carrie Charles: Incredible. By the way, I grew up in a trailer park too. So, talk a little bit more about Worldwide Technology and give a brief introduction.

Tonya Stopke: We’ve been in business since 1990, starting small and now a $20 billion global company. When I started, we had less than a thousand employees, and now we’re over 10,000. We lead in innovation around AI, focusing on global service provider, enterprise, and public sector divisions. We drive business and technology outcomes through partnerships with top OEMs like Cisco, HPE, Dell, Intel, and Nvidia.

Carrie Charles: You just got back from Mobile World Congress and mentioned AI. Last year it was all about 5G, but this year AI was a common theme. Can you elaborate?

Tonya Stopke: It was fascinating. Last year, everything was about 5G and finding the killer app. This year, AI dominated the conversations. We discussed leveraging AI for meaningful outcomes, driving service providers to the next level. We saw some crazy robots, flying car prototypes, and drones delivering packages in cities. The conversation has shifted significantly to AI.

Carrie Charles: You mentioned AI as a specialty of Worldwide Technology. What are you doing with AI, and how are you serving service providers?

Tonya Stopke: We’re making a $500 million investment into an AI Proving Ground, a collaborative ecosystem where customers can learn, kick the tires on, and build AI solutions. We have hundreds of data scientists and developers on staff. For service providers, we’re looking at AI outcomes to drive connectivity, like computer vision in retail stores, object detection for safety, and leveraging partnerships to help drive monetization conversations.

Carrie Charles: What’s the story behind TBX?

Tonya Stopke: TBX is a wholly owned subsidiary of Worldwide Technology, focusing exclusively on service provider customers. It started as a project to drive diversity spend for a top customer and evolved into a specialized business supporting service providers in crafting solutions for their customers. We handle everything from back-office BOM building, validation, solution creation, kidding, white-glove delivery, and ongoing support, aiming to drive financial impact for our customers.

Carrie Charles: You’ve been at WWT for 18 years, and the employee count grew from 1,000 to over 10,000. How do you maintain your culture through such growth?

Tonya Stopke: It’s a very intentional focus on maintaining our core values, integrated leadership, and management practices. Our executive team deeply believes in these values. We hire for cultural fit and ensure everyone understands and embodies our principles. We focus on building trust, treating everyone with dignity, respect, kindness, and compassion. This approach has kept us on Fortune 100’s best companies to work for list for 12 years in a row.

Carrie Charles: WWT has a serious commitment to diversity and inclusion. Talk about that for a minute.

Tonya Stopke: We’re a black-owned company and probably the largest black-owned company in the US. Our commitment to diversity and inclusion has been in our DNA since day one. We focus on creating an environment where everyone’s talents are recognized and nurtured. It’s not perfect, but we continually strive to do better. Our ERG groups and smaller communities support this mission. It’s important for us to look harder for diverse candidates and ensure they feel part of our ecosystem once hired.

Carrie Charles: How do you support women in tech, and what advice would you give to women seeking career growth in tech?

Tonya Stopke: Women need to do a better job of bringing up other women. Historically, there was one seat at the table, but now there are many. It’s essential to support and advocate for each other. My advice is to know yourself, be true to yourself, and find an advocate. Focus on advancing and advocating for others, as it often comes back threefold. Building personal connections and providing support, whether formal or informal, is crucial.

Carrie Charles: How do you balance being a single mom, an executive, and managing everything?

Tonya Stopke: It takes a village. I have an amazing ex-husband and supportive family and friends. It’s about prioritizing different aspects of life at different times. Balance is more about managing priorities over time rather than achieving it daily. Women often carry an invisible load, but with support and a strong network, it’s possible to manage. I chose this career and openly discuss these choices with my kids. Without the village, it wouldn’t be possible.

Carrie Charles: Thank you for sharing your insights, Tanya. This has been a valuable conversation. Can you share WWT’s website and the jobs page for those interested in opportunities?

Tonya Stopke: Sure, go to wwt.com and check out our careers page. We’re growing and hiring, and our HR team does an incredible job keeping our website up to date. It takes a minute to get hired because we protect our culture and do our due diligence.

Carrie Charles: Fantastic. Thank you, Tanya. This has been wonderful.

Tonya Stopke: Thanks for having me, Carrie. It was great to share this platform.

Carrie Charles: Thank you for listening to another informative episode of 5G Talent Talk brought to you by RCR Wireless News, Telecom Careers, and Broadstaff Talent Solutions. To access the show notes or leave a review, visit broadstaffglobal.com. Until next time.

Welcome to 5G Talent Talk with Carrie Charles, a podcast dedicated to helping you navigate the future workforce with innovative strategies to attract, retain, and engage people in this new world of work, only here on 5G Talent Talk with Carrie Charles, CEO of Broadstaff Talent Solutions. Thanks for joining me today on 5G Talent Talk, I’m Carrie Charles, your host. I am very happy to have my friend, Lynn Witcher, with me today. She is the general counsel for md7 and the president of the Women’s Wireless Leadership Forum (WWLF). Lynn, thank you for coming on the show.

Thank you, Carrie. It’s such a pleasure to be here with you. We are a great group of talented, amazing, dedicated women here to support each other, colleagues if you will.

Lynn, I want to know more about your past. How did you get to where you are today in leadership?

Thank you for that, Carrie. I am a lawyer by training and worked at a firm in Los Angeles as a litigator. One of the clients that firm served was one of the tier one carriers. We were outside Real Estate Council for a major carrier. I asked my friends and peers about what they do over there for this wireless carrier. They mentioned those cell sites like the giant fake trees off the 405. Initially, I had no idea, but once you see it, you can’t unsee it. My family sends me pictures asking if we built this or that, and I have to tell them no, we did not.

Our thought at the time was that the Telecom Group would be project-based and out of a job in 18 months. However, we’re still building in 2024, so certainly, my colleagues were incorrect about the future of the wireless industry. As I got married and lived my life, I moved from litigation to a transactional practice, the Telecom practice being the largest practice in the Los Angeles office of my law firm at the time, McGuire Woods. I transitioned to Telecom and hoped to go in-house, which I have done now. I worked at McGuire Woods for a few years servicing that telecom client and then moved to md7 as associate general counsel and then ultimately general counsel.

When you’re a lawyer working in a law firm, you don’t really get out of the office very much. I was used to going to court all the time and going to depositions all the time, so I wanted to go out, see the sites, and meet our major MLA Partners. It was one of the first times anyone from the McGuire Woods office left to go visit one of the clients, and they were like, why do you need to do that? I wanted to build relationships.

I got active in California Wireless and WWLF at the recommendation of the client. They said there’s a great organization for women your office should consider joining. The rest is history. I’ve been with WWLF for about 15 years now.

WWLF, the Women’s Wireless Leadership Forum, supports the success of women in our industry through education, networking, and opportunities. We are a professional, volunteer organization comprised of professionals in the wireless industry. Why do we need it? Especially with all the changes in the landscape of DEI in the last 18 months, I think it’s the wrong question. Who are our members? It’s the telecommunications industry. Do we provide value? Absolutely. We’re doing so many amazing things, and I look at all the great leaders that we have coming up through the city rep program and through our board of directors.

We have amazing sponsors who see us as partners for their existing employee resources groups internally. It’s a place where we can come alongside some great companies in the industry and really provide opportunities for leadership but to do that in a way where you’re having fun. If you’ve gone to a WWLF networking reception at ConnectX or Mobile World Congress, or even at some of the regional conferences, you know what I’m talking about. There are amazing opportunities there.

It’s a great question. I didn’t even realize our connection until I joined the board. We’ve just recently gone through a rebrand, and I think you will see in our new logo it says WWLF powered by WIA, which makes that connection very clear. WWLF is not a standalone business entity. We are actually a part of the Wireless Infrastructure Association. We work hand in hand with Patrick Hiy, Deb Bennett, Tim House, and all the wonderful people at WIA.

I love that we are powered by this amazing organization in WIA. We have really amazing opportunities that are brought to us through that partnership, like the wireless leaders luncheon in DC that Patrick Hiy started two years ago. It was a fantastic opportunity to bring some policy folks from the hill together with the infrastructure folks and celebrate the contributions of women in the industry.

We also have a professional development symposium, a half-day symposium the day before ConnectX on Monday, May 13th, from 1:00 to 5:00 PM. This is an opportunity that Patrick and his team at WIA were able to bring to us.

Let’s talk briefly about ConnectX. It is a WIA event, right? So tell us more about that and how WWLF is involved and maybe opportunities to get connected there at ConnectX. ConnectX is one of the most exciting conferences in our space. If you are in wireless infrastructure or communication infrastructure, it’s the place to go. There’s really amazing content from the educational standpoint. I like to go because of the policy updates, which are always fantastic. Another thing you can do is attend our networking reception.

The ConnectX conference is huge, with thousands of people, easily north of 3,500, approaching 4,000. It’s easy to get lost in such a large group, especially if you’re new to the industry or you’re not someone who’s traveling nationally a lot. The WWLF networking reception allows you to be in a room with very focused people who are there to have a good time, to meet new people, and be very supportive. Maybe you and 500 of your closest friends can connect, and a lot of people really look forward to that event because it’s a great end to an amazing week of education, networking, and opportunity.

That event is going to be on Thursday evening. You can get a ticket to that event by becoming a member or how do we get a ticket to it? Traditionally, the way that you attend our event is if you are a member, it’s free. It’s one of the benefits of membership. For just under $100, you get free admission to the networking reception at Mobile World Congress in the fall and also the ConnectX event in May. You also have access to all of our other content.

This year, if you register for a VIP ticket at ConnectX, you will also get admission to our event. Good, I’m glad we know about that.

Let’s go back to WWLF, the programs that we offer. Can you just hit some highlights there because I know there’s so many? There really are so many. One of the best ways if you are not currently active in participating in programs is to get involved in our monthly Motivation and Mugs. It’s going to sound maybe silly or trite to people who haven’t been a part of it, but I will tell you it’s very powerful. I don’t know why it works, but I do know that it works. The first Monday of every month, we get on a call for about 45 minutes. If there are new faces, we let those folks introduce themselves, tell us about their company and where they are, and then we’ll have some kind of inspirational quote or idea that we’re brainstorming around or sharing around.

Beyond that, we’ve got some great programming at the city level. We just celebrated Earth Day with volunteer projects in many cities in April. I’m really proud of the work that the city reps are doing. I feel like we have never had such a strong group of engaged, creative, dedicated women out there serving the community and the industry.

We also are rolling out some new programs. We launched Telecom Trailblazers, which is WWLF’s outreach into the schools to get folks curious and interested in a STEM career in Telecom, not just STEM careers for girls but STEM careers in Telecom because we have such a great need for amazing talent to build the network of the future. We’ve got to reach into the schools earlier.

If you look especially at the interest of girls in STEM, they perform on par with boys in science and math in middle school. But as they get closer to college, as they’re rising up into high school, their interest in STEM wanes, and then at the high school level going into college, we see a huge drop in numbers. I know you have a daughter pursuing a STEM career in university, and she’s the exception. How do we make it where she’s seeing more female faces in her classrooms? Emila de Jesus’s daughter is pursuing a STEM career at the University of Alabama, and she says in almost every engineering class she’s in, she’s the only female. We’ve got to do better.

I’m really excited to be able to create change and to create an impact for future generations. So how can we get involved with WWLF? What is the website, and how do we become a member and get connected? If you’re not a member, now’s the time to do it, right before ConnectX, so you can take advantage of all the offerings we offer there. We didn’t even talk about the free headshots that we offer at the show, and all these other benefits. Check out our website at www.wwlf.org.

You can learn all about the other programs and fellowship and mentoring and professional development and webinars. It would take hours probably to talk about everything that we’re doing now and how different it is than the past, so I’m really excited. Good, in fact, when we roll out corporate drives with our larger sponsors, we will do a webinar just dedicated to all of the programs that we offer. It’s quite a bit.

Yes, it is. So, there’s also—I mean, there are employers speaking of corporate drives, right? There are employers that are supportive. Can you talk a little bit about that? Because I know that your employer, MD7, was very supportive of you getting involved because, you know, to be on the board and especially in a leadership position like you have, it takes a lot of time.

Yes, that’s absolutely true. When I interviewed at MD7, in my interview with Tom Leto, who has been interviewed on your show before, he asked me if I would consider joining an organization in the industry called WWLF. It’s a really great program for women. We haven’t been able to get some traction to get some women in our company to join. It was funny because at that time, I just opened my portfolio and handed him my WWLF board card. I was already active in WWLF, actually on its board, and it floored him.

So, WWLF and my journey at MD7 really kind of started even before I got hired, in my actual interview. My company was very supportive of our organization. It was interesting because after my interview, I called the president of WWLF and asked, “Have you heard of this company? They seem to know us. What can you tell me about it?” I spent quite a bit of time talking to the president of WWLF about this company because I was going to have to relocate from LA to San Diego to move there, and she had nothing but great things to say.

You never know how your employer’s support will show up, but I was just talking to Taylor Sierra, one of our board members. She’s the executive director of membership. We were talking about how important it is for your employer to support your time at WWLF. It is—you know, there are going to be times when you’re going to spend many hours preparing for events like ConnectX, and our best volunteers give above and beyond. If you want to travel to our local events, travel to regional events, travel to national events, you definitely need the support of your employer. And it’s one thing when you have to sell it to your employer, certainly that can be done. We think we offer value, but when your employer is already bought in, it makes things so much easier.

We know how that support, that championship from your senior leadership, is so critical to your career. And for all of the amazing sponsors we have out there, thank you for all that you’re doing to support your employees and their leadership journey through our organization. We have so many sponsorship opportunities too, and partnership opportunities for companies to show your support of women in the industry.

I would like just a brief explanation of who MD7 is, what you do, and who you do it for. I know that Tom Leto was on the show, and we can go back in the archives and listen. He had an amazing show, but let’s just give a quick commercial.

Sure. So, our marketing will tell you that MD7 is a digital infrastructure consultancy serving operators worldwide. We have provided services across six continents in 28 languages and counting. All of that being said, here’s what you need to know for those in the industry: We provide landlord management services. If you call certain operators in Europe or in the US, if you’re a landlord looking for your rent check or there’s an issue with a cell site, MD7 picks up the phone. We provide services like that, contract auditing, things like that. We do site development both for telecommunications and other digital infrastructure, EV, and other areas. Then we have a pretty robust lease negotiation program. Our very first client in 2001 was AT&T in this lease negotiation program, and we still have that project operational today.

I think it’s about how they support their leaders, and if they happen to be women, they happen to be women. Are you taking the time to build a relationship with your employees, especially your Rising Stars, understanding what is their career trajectory and then looking for opportunities? At MD7, for example, we like to get women involved in WWLF, although males are certainly welcome to join. We actually have a pretty good percentage of male supporters as members of our organization. But beyond that, we’re always looking at investing in them as thought leaders, making sure they’re going to conferences or watching programming that helps them understand where they are in the industry, and then having conversations about the future. What are our strategies?

Especially coming off of a challenging year for Telecom in 2023, every one of our leaders is involved in peer coaching sessions at their level. We start at the team lead level and then the manager level, then we have our rising directors and then our senior leadership team. We have conversations about where are the challenges, where are the opportunities, where do we want to go in the future. I think that communication is very key, and then as part of that, for folks that are called for greater service and it has to be a calling to if you want to serve at a state Wireless Association or in WWLF or a similar organization, we’re always very happy to support that. But it takes time, it takes energy, and it takes focus. Yes, no, it really does.

Absolutely, and so the pendulum swung right after George Floyd and the social justice protests, and then the pendulum swung the other way with the Harvard case rulings and the impact certainly in education but then that has kind of expanded to the corporate world. So, I do think the buzzword of DEI certainly has gone through some changes, but I think that’s also a distraction. Think about what we do because I’ve been the beneficiary of diversity programs my entire career. I come from a working-class, entrepreneur background. I’m the first in my family to graduate college, the only lawyer in my family, and so I didn’t have a built-in network, but I did participate in some great programming through Maguire Woods, my employer, through some bar associations that I joined.

It was really not so much about supporting women or supporting Asians or something like that. It was about good-hearted people who wanted to invest in the next generation of leaders. If you look at it that way, if you look at where’s the talent, where are the opportunities to invest in people, right? Who you see are very high potential or who maybe need some guidance, you provide an environment where you can help them in their journey. You’re giving back to the community, that’s what you’re getting out of it, but certainly, you’re creating some amazing and authentic relationships along the way. I think that’s what it’s about.

So if that happens to happen through an organization for women, I think that’s really secondary. It really is about the people and about investing in future generations. So, how do women experience maximum career growth and development in Telecom? Do we—is it up to us to take charge of our professional growth?

I know sometimes companies provide that and do a really good job, and then sometimes they really don’t have formalized programs for career development. Well, as a CEO, you know how hard it is to run a company, and you’re a serial entrepreneur as well, right? It’s not easy, and there are going to be a lot of obstacles in your way, whether you’re a woman or a male, despite your race or your capabilities, or you know, your neurodiversity or whatever it may be—where you went to school, where you didn’t go to school, who your parents are, what church they belong in, or whatever. There are all these different factors, right? Maybe it’s a skill set that you didn’t develop, etc., etc.

So, there are all kinds of challenges out there, and I think that the reality is to be successful at an executive level, you have got to invest a ton in yourself as an employee, as a contributor, as a brand, and really kind of understand how are you going to highlight, you know, your employer or your company that you’re running, and how do you provide real value? You have to continuously evolve, and so I think for the women out there, or for men, or however you identify, the challenge is essentially the same. Your process you’re going to go through is the same: invest in yourself, provide value, make connections, find the right opportunity, and if you aren’t in a place where you have opportunity now, maybe that is just a sign that your opportunity lies elsewhere, and that’s okay.

But be really honest, and create those relationships. We were on a call a while back, and you said something that was, I think, really powerful about a paradigm shift for women to really stop focusing on and talking about what’s against us and talk more about what’s for us, our strengths. Shift the conversation into that—we have an advantage, right? Empower ourselves. Absolutely, I love being a woman in Telecom. First of all, Telecom as an industry itself is amazing. There are a ton of supporters out there. It’s one of the reasons why we love going to conferences like ConnectX; we’re going to go see our friends and find new opportunities within that realm. The power of the WWLF network, the authentic support system that we have, I think is really wonderful.

Even beyond that, at the leadership level, we’re having really meaningful conversations about very tough things, whether that’s pivoting in an economic challenge, you know, or what have you. And I think that actually, I love being a woman in this industry, and to the extent that anyone like has an old-fashioned idea that maybe women can’t lead, or whatever, I welcome that because I will just push right through. So, you know, I think that for myself now, it may not be an approach that aligns with everyone out there. I appreciate that this is just my personal experience and kind of how I approach things.

I don’t see the limits. I just see the opportunities, and certainly, have I seen roadblocks in my career? Absolutely. I’m just going to go around and keep going. What I am going to do is keep going and pushing forward, and I think if you look at the leaders on our board—Taylor Sierra, Arleth Carbajal, Lauren Goof—we have some… Even beyond just our board, that next generation of leaders, Rachel Metler, Tisha Germaine, these are women that are going to get stuff done. Do not stand in their way. That is what gets me so excited, and I just, if all I could do is just spend time just hearing about their successes, I think it would be amazing.

I think what I’ve been able to do at MD7, and I hope that it’s helpful for others, is number one, understanding the entrepreneurs of the company. I was not an entrepreneur coming in; I do not have an MBA; I don’t have a business degree, so I had to learn it. I had to learn the business, the business of what we do. I certainly understood site deployment, but, you know, the P&L sheet and what are the strategic considerations that we have to consider, understanding the global aspect of Telecom, not just in the US. Understand the value proposition of our company, and that gets redefined. I’ve been here 11 years; we went through a rebrand a few years ago, and we had to relearn our place in an ever-evolving industry.

So, understand that and then understand what are the challenges for the industry and then what are the challenges for the economy as a whole. You have to understand where you fit in that big picture, and as a tasker when you come in as a project control specialist or a lease consultant, you probably don’t have those insights. That’s something that you have to acquire, so the education, both self-education but also through conferences like ConnectX and other opportunities, regional conferences like Wireless West, South Wireless Summit, just start learning. Start to understand the clients. If they’re having economic challenges, you need to understand that as well and then be a problem solver.

So as a lawyer, my value to the company is not my legal acumen; certainly, that’s something I do as part of my day job, but I’m a strategic thinker. I ask a lot of questions. So, when I come into a room, my role as an executive of this company is to just listen, be curious, and if something doesn’t seem like it makes sense to me or if I want to learn more, I ask those tough questions quite frankly.

Oh, brilliant! And something you said, boy, I love this quote. I should get everyone t-shirts with this on it: “I don’t see limits. I see opportunities.” And I think as women, that’s where we need to stand.

Yeah, yeah, I mean, I—you know, in talking to CEOs like yourself and talking to VPs, that is a common theme that I’ve kind of discovered, is like, yeah, you know, there are, of course, there’s challenges, but I never let that get in my way.

I love it, Lynn. I could talk to you all day. Let’s close with information right, the WWLF website. Let’s give that again, let’s also where can we reach MD7, that website.

Absolutely, so WWLF’s website is wwf.org, and you can learn more about MD7 at md7.com. Thank you, Lynn, for coming on the show. This has been wonderful, and I am going to see you in a couple of weeks at ConnectX.

Absolutely, thank you, Carrie. Take care.

Thank you for listening to another informative episode of 5G Talent Talk brought to you by RCR Wireless News, Telecom Careers, and Broadstaff Talent Solutions. As we advance into the future, we promise to bring you the resources you need to navigate this ever-changing landscape of 5G to help you attract, retain, and engage people in this new world of work. To access the show notes or leave a review, visit broadstaffglobal.com. Until next time.

Step into the dynamic world of wireless infrastructure with Carrie Charles on 5G Talent Talk as she sits down with Patrick Halley, the President and Chief Executive Officer of the Wireless Infrastructure Association (WIA). Discover Patrick’s unexpected journey into telecommunications and his pivotal role in shaping connectivity for all.

Patrick shares insights into WIA’s mission to advocate for widespread wireless infrastructure deployment, ensuring connectivity everywhere. Get an exclusive sneak peek into the upcoming Connectivity Expo “Connect (X)” in Atlanta, promising unparalleled opportunities for collaboration and knowledge exchange.

Explore WIA’s groundbreaking workforce development initiatives, including apprenticeship programs and innovative training, addressing the evolving needs of the industry. Gain valuable insights into the challenges and opportunities facing the wireless industry in 2024 and beyond, from the impact of artificial intelligence to the proliferation of private 5G networks.

A: My journey to the role of President and CEO at the Wireless Infrastructure Association was quite serendipitous. It began with an internship in my senior year of college, which was initially meant to be a stepping stone into international economics. However, during this internship, I was introduced to the realm of public safety communications and the complexities of wireless E911 systems. This was during the late 90s, a pivotal time for telecommunications as the industry was grappling with how to locate emergency callers, an issue that intrigued me deeply.

This exposure led me to pivot towards telecommunications law, recognizing the significant impact and potential of this sector. Following my graduation from law school, I took on a role running government affairs for the National 911 Association. This position was instrumental as it involved working closely with various governmental bodies like the FCC and the Department of Homeland Security, as well as key stakeholders across the telecommunications sector. This gave me a comprehensive understanding of both the public policy landscape and the technical aspects of telecom infrastructure. My career path, driven by a combination of chance, curiosity, and the strategic opportunities presented to me, eventually led me to my current position at WIA, where I leverage my background in law and policy to advocate for and advance the wireless infrastructure industry.

A: The Wireless Infrastructure Association serves as the national representative for companies that are integral to the construction, development, and operation of wireless infrastructure in the United States. Our core mission is to facilitate and promote the deployment of such infrastructure to ensure comprehensive connectivity. This goal encompasses not just the physical aspects of connectivity, such as towers and antennas but also the essential services that maintain and enhance the functionality of these structures, such as fiber optic connections and data center operations.

As an organization, WIA advocates for policies that support the industry’s growth and sustainability, ensuring that every sector of society benefits from reliable wireless communication. Whether it’s through lobbying for favorable legislation, fostering industry collaboration, or pushing for technological advancements, our work is about creating an ecosystem that supports ubiquitous connectivity. In essence, WIA acts as a big tent, under which various facets of the wireless infrastructure community come together to share knowledge, drive innovation, and address collective challenges.

A: In 2024, WIA is deeply focused on several pressing issues that are critical to the advancement and sustainability of wireless infrastructure. Firstly, we are continuously working on advocacy efforts to ensure favorable regulatory frameworks that facilitate industry growth and innovation. This involves engaging with federal and state policymakers to promote understanding and support for telecommunications advancements.

Another significant focus is on the workforce development aspect. With the rapid pace of technological evolution, particularly with the rollout of 5G and the anticipation of 6G, there is a growing need for a skilled workforce that can build, maintain, and innovate within this infrastructure. To address this, WIA has been actively developing training programs and apprenticeships that prepare workers for the future of telecom.

Lastly, we are also placing a strong emphasis on the integration and utilization of emerging technologies such as artificial intelligence and private 5G networks. These technologies are set to redefine the landscape of wireless communications, and it’s imperative that our members are well-prepared to adapt to and capitalize on these changes. Our initiatives are designed not only to address immediate industry needs but also to lay the groundwork for future innovations that will continue to transform the wireless infrastructure landscape.

A: Workforce development is a critical pillar for WIA, especially as the industry continues to evolve with the introduction of new technologies like 5G and potentially 6G in the future. Recognizing the growing demand for skilled professionals capable of building and maintaining sophisticated wireless networks, WIA has established several initiatives to cultivate talent. One of the flagship programs is the Telecommunications Industry Registered Apprenticeship Program (TIRAP), which provides a structured pathway for individuals entering the industry or those seeking to advance their careers. This program collaborates with the Department of Labor and has successfully enrolled thousands of apprentices across a variety of roles, from tower technicians to RF engineers.

In addition to TIRAP, WIA’s Training and Education Center (TEC) offers over 35 courses that range from introductory overviews to detailed technical trainings tailored to the needs of the industry. These programs are designed not only to provide immediate skills but also to foster long-term career development, ensuring that the workforce remains competitive and capable of addressing both current and future technological challenges.

A: The wireless industry is currently navigating several challenges, including technological shifts, regulatory environments, and economic fluctuations. One of the most immediate challenges is the need to scale infrastructure to accommodate the increasing data demands brought on by new technologies and higher consumer expectations. This involves substantial capital investments in deploying new towers, upgrading existing networks, and integrating advanced technologies such as AI and machine learning for network optimization.

Looking ahead, the future holds significant opportunities for growth, particularly with the expansion of private 5G networks and the integration of IoT applications, which are expected to become more prevalent across various sectors including manufacturing, healthcare, and education. However, these opportunities also require the industry to continuously adapt to new technological standards and to advocate for policies that support sustainable development.

A: Artificial intelligence and private 5G networks represent transformative elements for the wireless industry. AI, in particular, has the potential to revolutionize how networks are managed and optimized, offering predictive insights and automation that can enhance performance and efficiency. Recognizing this, WIA is actively engaging with technology leaders and policymakers to ensure that our members are at the forefront of these developments.

We facilitate discussions and workshops focused on AI applications in telecommunications, helping our members understand and implement AI-driven solutions. Similarly, with the rise of private 5G networks, which offer tailored connectivity solutions for specific organizational needs, WIA is working to ensure that our members have the expertise and resources to deploy these networks effectively. This involves not just technical training but also strategic insights into how these networks can be leveraged for business growth and improved service delivery.

These efforts by WIA are designed to ensure that the wireless industry remains robust and capable of embracing new technologies and challenges, ultimately leading to a more connected and technologically advanced society.

Join Carrie Charles on this episode of 5G Talent Talk as she engages in an insightful conversation with Donna Johnson, the Chief Marketing Officer of Cradlepoint. Donna shares her remarkable journey to the C-suite, emphasizing the importance of curiosity and adaptability in career growth. As an expert storyteller, Donna eloquently narrates Cradlepoint’s evolution from revolutionizing cellular connectivity to shaping the future of 5G enterprise solutions.

Donna sheds light on emerging trends such as AI integration and cybersecurity, highlighting how these advancements complement the evolution of 5G technology. Additionally, she offers valuable insights into Cradlepoint’s unique company culture, emphasizing collaboration and continuous learning.

For listeners interested in exploring career opportunities, Donna provides valuable advice on navigating the ever-changing tech landscape. With Cradlepoint’s commitment to innovation and Ericsson’s global reach, listeners are encouraged to explore exciting career prospects in a dynamic and collaborative environment.

Join us as host Carrie Charles sit down with Christos Karmis, the visionary US CEO of Boldyn Networks, for an exclusive peek into the world of cutting-edge network connectivity solutions. From combining six global companies to leading the charge in various market segments, Karmis unpacks Boldyn’s journey and unveils the company’s strategies for staying ahead of the curve. Discover why 5G private networks are the next big thing and how Boldyn is at the forefront of this transformative trend. But that’s not all! Get ready for an inside look at the heart of Boldyn’s success: its unparalleled culture and leadership principles. From fostering empowerment to championing employee recognition, Karmis shares how Boldyn is paving the way for a new era of workplace excellence.

In this episode, Trent Edwards, the President of Mears Broadband, discusses his journey in the telecom industry and highlights the unique approach of Mears as a contractor. He emphasizes the importance of building partnerships and trust with customers, and the value of a diverse and empowered workforce. Trent also shares his thoughts on the opportunities and challenges facing the industry, the need for workforce development, and his vision for Mears’ future. Check out the full conversation and learn more about Mears’ commitment to being different and making a positive impact in the industry.

Stacey Thompson, the current Chief Operating Officer of ADB Companies, joins us today to share her journey and insights on women in leadership, work-life balance, and the future of the telecommunications industry. ADB Companies is a turnkey provider in the telecommunications industry, with a focus on customer-centricity and the growth, safety, and well-being of team members. This episode dives into the company culture of ADB, Stacey’s approach to effective leadership, and the exciting announcement of Stacey’s promotion to CEO.

Step into the future of AI with Ajay Malik, CEO of secomind.ai, in today’s episode of 5G Talent Talk with Carrie Charles. Ajay shares his passion for AI, drawing on his extensive 30-year career, which includes stints at major tech players like Motorola, Google, and Cisco. Secomind.ai, focused exclusively on AI for five years, empowers businesses in three key areas: enhancing products, providing exceptional customer support, and optimizing internal workflows. The conversation delves into the transformative impact of AI on various industries, particularly telecom. Ajay highlights how AI can enhance customer experiences, predict network needs, and enable proactive maintenance for telecom operators.

The discussion also touches on the role of ChatGPT, likening it to a 7-year-old child with extensive knowledge and emphasizing its importance in understanding language. Addressing common fears around AI, Ajay emphasizes the need for privacy measures and ethical considerations. He urges business leaders to adopt a proactive approach to AI, starting small with scalable projects to demonstrate tangible benefits. Looking ahead, Ajay envisions AI evolving towards general intelligence, fostering creativity and advanced thought processes within the next five years. The episode promises valuable insights for anyone curious about the intersection of AI and business. Listen now for an eye-opening exploration of the AI landscape!