Xantaro was established in Germany 20 years ago and entered the UK market five years after launch on a mission to help altnets and major carriers to understand the capabilities of their networks and reach their full potential. Today, the company employs more than 170 staff, over 70 of whom are certified network experts supporting more than 300 enterprise and channel customers, between them holding more than 700 certifications.
Fri, 20/10/2023 - 16:16
Having completed his first month as CEO at Spring Fibre, Gareth Greppellini caught up with Fibre Provider to discuss what the future holds for the fledgling altnet.
Greppellini joined the wholesale FTTP provider with significant experience in the sector, holding leadership roles at Virgin Media Business before serving as Director of Business Optimisation, Change and Transformation at VMO2.
In this interview, he shares how his appointment marks the start of a new phase of growth for the company, underpinned by a renewed focus on sustainability and perhaps some M&A activity.
Where is SpringFibre on its full fibre journey?
Spring Fibre is just under a year into its mission to deliver ultrafast broadband services, as a wholesale provider to under-served areas of the UK. We’d be measured in tens of thousands at present, but we aspire for a greater volume over the coming months and years.
We believe that providing the infrastructure in these regions helps to close the digital divide, as well as support both the local and national economy.
What are your aims and objectives for 2023/24?
To support our growth plans further, and in addition to our existing lenders, we’ll be back out in the market next year. Our aim is to build even more network, we’re looking at where M&A is of value to either increase our own capabilities and capacity, or to acquire both network and Customer bases.
We’ve already targeted several, however I can’t share more on this topic at present. A key priority that we are doubling-down on is our ESG, specifically our environmental objectives. I have an ambition, especially as my last role was in Renewables, for us to be the greenest altnet provider.
Joining as CEO, what are your immediate priorities?
I think the immediate priorities are consistent across the industry; growth through network build and customer acquisition, customer experience in both value and the services offered. The two final priorities lay with recruiting and developing the very best people in the industry and to nurture our strategic partnerships, whether that be with our customers, remembering we’re a Wholesale provider, or those that help us build, serve and maintain our network.
What are your long-term goals for Spring Fibre?
New in the seat, I’d be really good if I could give an answer that would be of real meaning. I can however talk about the characteristics of the business I’d like us to be; we invest our money wisely to deliver to those who are under-served with Fibre to the home services, we partner strategically for the benefit of all parties and we do the above as sustainability as possible.
What challenges are you facing?
The natural challenge will always be scale and cost to deploy… however, I think this is a question of business model and partnering. I see this categorically, as an opportunity. The chance to serve those who need your service most, and in return receive government financial support.
From Lands End to John O’Groats, helping the communities and their local economies, small or large, private or public to close the digital divide is a good thing for UK PLC.
How do you balance operating in underserved regions with commercial viability?
I’d be giving too much away for my M&A plans on this answer… however and it’s a short answer; clear documented, digital records, a motivated colleague base and a location which has the demand for a real alternative to the existing incumbents.
Is enough being done to tackle the digital divide?
I believe the voucher schemes have a place and benefit to the local, rural communities – I see real benefits when the local authority through to parish councils are engaged and mobilised to support this too. I believe increasing the levels of local engagement at the early stage of voucher schemes helps the local community become more involved with “their” provider. This means the alt-net can be a far more considerate builder and in return the community supports a greater level of penetration, which benefits all.
If you could transform one area of the UK fibre industry, what would it be?
I think the work being undertaken for customer switching is critical. When the end client can find and move to alternative offerings at the click of a button, it drives better service standards, value for money and a more conscious business. We’re in an industry which is regulated, funded and supporting the UK economy, I think anyone who is looking for incrementally more, is failing to see that it’s a great time to be part of, and charting the course of the journey.
