Arvato is part of the Bertelsmann group, a German private multinational conglomerate corporation, and is one of Europe’s largest supply chain and fulfilment specialists, working across retail, technology and consumer services.

The new position is part of Bamboo’s intention to move from a largely UK-focused operation to a broader European footprint, She will focus on operational delivery, partner development and identifying growth opportunities in European markets.

The appointment follows Bamboo Connect’s rebrand in April last year, which repositioned the business around digital device insurance, repair, refurbishment and lifecycle management as it prepared for international growth.

Juney Mistiki, CEO of Bamboo Connect, said Johnson’s experience would be relevant as the company develops its European operations. “Sylvia brings a strong background in fulfilment, logistics and people management,” he said. “That experience will be important as we look to build partnerships and scale our operations across Europe.”

At Arvato, Johnson was responsible for a workforce of more than 170 employees across Europe and managed multi-country operations covering supply chain management, logistics and fulfilment, transport management and digital solutions.

Alongside her logistics background, she has more than 15 years’ experience in mobile and gadget repair and refurbishment and is a former Director of Operations at lifecycle product management platform Servify, This experience will support Bamboo Connect’s activities in device protection, repair and lifecycle management and in Insurtech-and Fintech areas.

]]> https://mobilenewscwp.co.uk/analysis/analysis-distributors/article/bamboo-connect-appoints-top-tier-operations-and-logistics-expert-to-push-expansion-into-europe/feed/ 0 https://mobilenewscwp.co.uk/analysis/article/editorial-exertis-aurelius-and-the-reality-of-a-major-acquisition/ https://mobilenewscwp.co.uk/analysis/article/editorial-exertis-aurelius-and-the-reality-of-a-major-acquisition/#respond Fri, 12 Dec 2025 19:14:10 +0000 https://mobilenewscwp.co.uk/?p=179472 The acquisition of Exertis UK from DCC by private equity firm Aurelius, reportedly valued at around £150 million, was a massive ripple across the mobile and IT channel. That discussion has turned into a tsunami amid substantial headcount reductions as the business undergoes restructuring, writes Ian White

While the scale of potential job losses has understandably drawn attention, many industry observers suggest the changes should be viewed in the context of challenges that Exertis’ UK operation was already facing prior to the transaction.

Challenges

Former employees and channel contacts describe Exertis as having experienced increasing strategic and operational pressure over the past two years. These pressures are said to have included organisational change, leadership turnover and the loss of vendor and customer relationships.

Several former staff have pointed to a period of uncertainty during which priorities shifted frequently and communication was limited. While Exertis retained brand recognition and market presence, some insiders suggest the underlying operating model became harder to sustain as market conditions tightened.

In that environment, staff turnover increased and cost control measures became more visible, contributing to a sense of instability within parts of the organisation.

Aurelius

Industry analysts caution against assuming that Aurelius acquired Exertis with the intention of preserving its existing structure or scale. Private equity investments of this nature are typically focused on identifying and stabilising assets with ongoing commercial value.

These may include customer and vendor contracts that continue to generate revenue, ogistics, warehousing and systems capabilities, ramework agreements and market access, a recognised brand with established channel reach

Such investments often involve reassessing cost structures and organisational complexity, particularly where revenues and overheads are no longer aligned.

Tthe current restructuring may be seen as part of a broader effort to realign the business with prevailing market and financial realities.

Complexity

Feedback from former employees frequently references concerns about internal complexity and cost in the period leading up to the acquisition. Multiple layers of management, duplicated roles and repeated reorganisations are cited as having increased overheads without delivering corresponding improvements in performance.

Some staff also describe a perception that internal initiatives expanded while commercial execution became more challenging. Sales teams, in particular, highlight tightening controls and ambitious targets during a period of market pressure.

While perceptions naturally vary across large organisations, these views help explain why confidence among employees and some partners may have weakened over time.

Redundancies 

From an investment perspective, workforce reductions are often a feature of restructuring programmes in underperforming or transitioning businesses. Exertis’ UK operation was widely regarded as having a cost base that required review. Investors willl be reducing headcount to:improve short-term cash flow stability focus on profitable activities, reassess vendor and customer relationships and determine which parts of the business are viable in the long term

This approach aligns with Aurelius’ established role in complex restructurings and carve-outs across multiple sectors.

The Future

Few expect Exertis to emerge from this process unchanged. Most industry observers anticipate a smaller, more focused operation, potentially centred on specific categories, customers or contractual relationships. Some assets may be retained. Others may be sold or exited depending on performance and strategic fit.

For employees, the period remains highly uncertain. For vendors and customers, continuity and clarity will be key considerations as the restructuring progresses.

Perspective

It would be an oversimplification to attribute Exertis’ current situation solely to its new ownership. Many in the channel view the restructuring as the outcome of issues that had been developing over time, combined with a change in ownership that has prioritised financial and operational reassessment.

Private equity firms typically act on existing conditions rather than create them. In Exertis’ case, those conditions appear to have included strategic uncertainty, rising costs and declining confidence among some stakeholders.

The valuation reflects the perceived value of assets at the point of sale, rather than a commitment to maintaining the business in its previous form.

The situation serves as a reminder that scale and brand recognition alone are not sufficient to ensure resilience. Sustained performance in distribution depends on strategic clarity, operational discipline and maintaining trust with employees, vendors and customers alike.

The company describes the launch as a “commercial unlock” for operators, allowing them to offer enterprise customers verified and encrypted WhatsApp conversations without porting numbers or making changes to existing infrastructure.

Carrier Channel

Simwood says the service positions WhatsApp as a customer-contact channel, rather than an over-the-top competitor. It adds that businesses can communicate with consumers on WhatsApp in the same way as with voice traffic and is a way for operators to help enterprise customers contact users on the users’ preferred platform.

“WhatsApp is where the world talks. Now operators can be part of that conversation,” said Simwood CEO Simon Woodhead. “This gives carriers and MSPs a route into the daily communication habits of billions of consumers, with the security and verification that enterprises expect.”

Any verified WhatsApp for Business account can be activated immediately, he says

Value-Added 

The integration supports two-way messaging, AI-driven automation, call recording and sentiment analysis. Simwood says operators have scope to package new value-added, higher-margin services for enterprise customers.

CTO Charles Chance said the development is aimed at helping operators move faster in a market increasingly shaped by app-based communication.

“Operators risk being sidelined if they can’t offer the channels customers prefer,” he said. “We giving the channel tools to build new services quickly and monetise them immediately.”

Unlike early “non-standalone” 5G, which simply added faster radio access on top of existing 4G networks, 5G SA runs on its own cloud-native, software-driven core. This architectural shift makes mobile connectivity more flexible, faster to adapt, and capable of supporting services that depend on ultra-low latency.

For MVNOs this evolution represents both a technical and strategic turning point. It changes how connectivity can be bought, branded, and embedded within digital products.

A standalone core dramatically reduces latency, enables fine-grained control over network behaviour, and allows computing resources to move closer to end users. Together, these capabilities make it possible to guarantee performance for specific use cases, a critical foundation for immersive applications, automation, and real-time systems.

For MVNOs, this marks a shift from selling connectivity as a commodity to delivering experiences and solutions. The programmability of 5G SA opens possibilities that simply were not achievable within a 4G-centric architecture.

UK mobile network operators are already deploying 5G SA, with nationwide coverage planned over the coming years. As these rollouts continue, the wholesale environment that MVNOs depend on will inevitably evolve, creating both new opportunities and new dependencies.

Seizing the 5G opportunity

The greatest opportunity lies in specialisation. MVNOs that focus on specific verticals, such as connected healthcare, transport and logistics, esports, or media production, can use 5G SA capabilities to build premium, tailored services. Low-latency performance, dedicated network slicing, and edge computing integration allow connectivity to become an enabling platform rather than a cost centre.

The rise of Network-as-a-Service (NaaS) models is particularly significant. As network operators begin exposing core functions through APIs, MVNOs may gain the ability to assemble highly customised virtual networks with far greater control than before. Early movers will be in a position to influence how these wholesale offerings are structured, priced, and delivered.

Risks and realities

Access to 5G SA is not guaranteed. Many current MVNO agreements in the UK still provide only enhanced radio access, without full access to the standalone core. As a result, some “5G” offerings do not include the low-latency or slicing capabilities that define true 5G SA. MVNOs will need to renegotiate contracts or partner with hosts that offer full SA functionality if they want to remain competitive.

Commercial complexity will also increase. As network capabilities become programmable, wholesale pricing models are likely to evolve beyond simple volume-based agreements. New metrics, such as latency targets, throughput tiers, and usage thresholds, will become part of commercial negotiations. MVNOs will need stronger technical and procurement expertise to manage this shift effectively.

Device compatibility presents another challenge. Not all handsets, modems, or IoT gateways currently support standalone features, and firmware support for certain frequency bands is still maturing. MVNOs must ensure that the devices they sell or certify can genuinely deliver the experiences they promote.

Security and compliance will grow in importance as virtual operators rely more heavily on distributed cores, edge data centres, and third-party APIs. Questions around data location, sovereignty, and protection will become more complex. Clear governance frameworks and robust audit processes will be essential to sustaining regulatory confidence and enterprise trust.

A measured strategy, focusing on value-added services that can be launched today, while preparing systems and teams for deeper SA integration, is likely to deliver the most sustainable results.

Steering through the shift

To navigate this transition successfully, MVNOs should begin technical and commercial discussions with host networks as early as possible. Understanding when and how each operator will make SA-level wholesale products available is critical for aligning product roadmaps and marketing strategies.

Investment in technical literacy is equally vital. Teams with a strong grasp of virtualised network functions, API orchestration, and edge computing will be best positioned to exploit SA-era opportunities. At the same time, reviewing device portfolios and eSIM provisioning processes can help avoid customer-experience issues as SA access becomes mainstream.

Security, transparent performance monitoring, and partnerships with cloud or edge providers will become key differentiators. MVNOs that can prove service quality and protect customer data will find it easier to command premium pricing, particularly in enterprise and vertical-specific markets.

5G Standalone is more than a network upgrade. It is a reset of how connectivity is designed, packaged, and sold. For UK MVNOs, it offers the chance to evolve from low-cost resellers into orchestrators of digital ecosystems, combining connectivity with intelligent services and applications. Realising that opportunity will require technical readiness, new commercial thinking, and close cooperation with host networks.

The coming years will determine which MVNOs merely survive the 5G transition and which reinvent themselves to lead it.

Early 6G deployments are expected in China, Japan, South Korea, the US, Europe, the GCC states, India and Vietnam. The GSMA forecasts more than five billion 6G connections by 2040, representingaround half of all mobile users worldwide.

However, 6G will not replace existing technologies overnight.

The GSMA expects 5G to support around three billion connections, and 4G roughly two billion, even in 2040. This points to a decade where operators will manage a complex multi-generation landscape, balancing investment across three dominant network standards.

The technology leap to 6G is expected to supercharge global data consumption. Mobile traffic is forecast to reach 1,700 to 3,900 exabytes per month by 2040, driven by a combination of richer video services, gaming, and new 6G-enhanced applications.

These include extended reality, real-time network sensing, and image- and video-driven generative AI, all of which will require far higher uplink capacity and much lower latency.

Behavioural shift

Markets with strong 5G take-up already show the direction of travel. In countries where 5G accounted for at least 30 per cent of broadband connections in 2024, data consumption was 2.5 times higher than in markets where 5G penetration remained below 10 per cent.

The GSMA notes that even if emerging 6G use cases remain niche in the early years, demand will continue to rise as more users migrate to faster networks and adopt higher-bandwidth services.

A major behavioural shift will also shape future network demand. Today, around 10 per cent of mobile users generate 60 per cent to 70 per cent of total traffic. By 2040, the GSMA expects these so-called “power-user” consumption levels to become mainstream, driven by younger generations who already rely heavily on high-bandwidth applications.

Spectrum will be another critical challenge. Many anticipated 6G services, such as immersive communications, digital twins and network-assisted mobility, will require latencies below 10 milliseconds, as well as high reliability and wide channels to avoid congestion.

Traffic distribution will further complicate planning: in a sample of 10 countries, 83 per cent of all mobile traffic occurred in urban areas, which reresent just five per cent of land area.

With 6G on the horizon, the GSMA warns the industry must begin preparing now. The 2030s will bring unprecedented uplink demand, denser urban networks and a dramatic shift in user behavioursetting the stage for the most significant transformation in mobile connectivity since the arrival 4G.

]]> https://mobilenewscwp.co.uk/analysis/article/6g-set-to-reshape-global-mobile-networks-by-2030-says-gsma/feed/ 0 https://mobilenewscwp.co.uk/analysis/article/aerial-direct-reaches-200000-mobile-connections/ https://mobilenewscwp.co.uk/analysis/article/aerial-direct-reaches-200000-mobile-connections/#respond Wed, 05 Nov 2025 12:52:21 +0000 https://mobilenewscwp.co.uk/?p=179226

Daisy partner Aerial Direct has passed 200,000 active mobile connections, reporting five per cent year-on-year growth.  

Aerial says growth has remained steady rather than accelerating, with demand led by small-office and micro-enterprise customers.

Recent investment in a data warehouse and business intelligence tools have improved customer targeting and retention the company says.

Chief Operating Officer Jason Phillips said the main challenges are staying ahead of market and technology changes, and rising expectations around service experience. The company is targeting double-digit net base growth in 2026 and plans further product and process developments.  

O2 Daisy Chief Executive Officer Jo Bertram (below) said the partnership with Aerial continues to support connectivity services for UK businesses.

]]> https://mobilenewscwp.co.uk/analysis/article/aerial-direct-reaches-200000-mobile-connections/feed/ 0 https://mobilenewscwp.co.uk/analysis/article/6g-ay-be-a-bit-meh-ai-in-phones-overhyped-and-a-pop-star-mvno-is-on-the-cards-predicts-ccs-insight/ https://mobilenewscwp.co.uk/analysis/article/6g-ay-be-a-bit-meh-ai-in-phones-overhyped-and-a-pop-star-mvno-is-on-the-cards-predicts-ccs-insight/#respond Fri, 24 Oct 2025 08:13:01 +0000 https://mobilenewscwp.co.uk/?p=179182 6G may not be a big an innovation as anticipated, consumers will be indifferent to smartphone AI, and a major pop star could launch their own network, say forecasts from CCS Insight.

CCS says 6G will deliver only marginal speed gains compared with 5G, as radio technology approaches physical limits.

“Advances in mobile radio waveforms have done little to improve efficiency,” CCS Insight notes. “3G and 4G enabled much more data to be transmitted in the same amount of spectrum. Wiith 5G the improvement slowed as technology closed in on Shannon’s limit.”

The main improvements with 6G will come from access to new spectrum and the deployment of larger antennas  rather than any breakthroughs in waveform.

AI not a big deal

Despite the fanfare surrounding AI-powered smartphones, CCS Insight predicts most consumers will ignore AI when choosing their next handset.

Manufacturers have  leaned on AI as a differentiator as hardware improvements flatten out, focusing on personalised experiences, contextual automation and AI assistants. CCS believes customers will continue to base purchase decisions on camera performance, battery life and ecosystem compatibility.

Manufacturers’ hopes of using AI to drive recurring revenue through subscriptions and premium services are will face resistance until users see clearer benefits.

Pop Star MVNO 

A novel prediction  is that a major pop star will launch their own mobile service by 2027.

It has “never been easier for brands to move into mobile,” with aggregators, enablers and eSIM technolog reducing barriers to entry. This MVNO model could combine connectivity with fan engagement, offering competitions,  rewards, access to concert tickets and discounted merchandise.

Potential stars Taylor Swift, Katy Perry and Beyoncé, CCS Insight suggests. Other high-profile actors and influencers to sports stars are expected to see how such a venture performs.

CCS Insight’s annual predictions have become a bellwether for the mobile industry, often highlighting how hype, consumer behaviour and technological limits intersect to shape the next generation of connectivity.

Green co-ounded The iOutlet 15 years ago as a bedroom start-up, while Hargreaves launched Technology Recycle Group, which was later acquired by ReBuy.

SK TES had previously acquired the assets of the defunct recycler Redeem Group, including Envirofone.

Envirofone was one of the UK’s first large-scale trade-in providers. Its new management aims to re-establish it as a leader in European recommerce.

“Matt remains a director of both Envirofone and The iOutlet,” said Hargreaves. “The structure allows each brand to pursue distinct strategies with Envirofone focusing on trade-ins, while The iOutlet continues as a resale platform.”

Envirofone currently processes around 40,000 devices annually. The new team is targeting a 30 per cent uplift, with all grading and refurbishment to remain in-house.

“We will be promoting our brand, which carries a sense of nostalgia for users. We will pride ourselves on price and service, with every part of the process managed in-house,” Hargreaves said.

The strategy will emphasise direct-to-consumer trade-ins rather than wholesale partnerships. “Staying direct to the consumer allows us to offer maximum value,” Hargreaves added.

A European relaunch is set for the second quarter of 2026, in countries where recommerce adoption is accelerating fastest.

Telcos already possess the foundations for superapp success. Their existing mobile apps provide a natural starting point for layering on new services that engage rather than exhaust consumers.

As competition intensifies and new players enter the market from adjacent industries, operators are in a prime position to modernise outdated VAS (value-added service) models, reduce subscription fatigue, and reassert their value in the digital economy.

A superapp is an all-in-one platform that bundles essential services  from mobile plans to entertainment and lifestyle into a single interface. Last year, Forbes estimated that the average US consumer spends nearly $924 per year on subscription services. And that’s before factoring in essential costs such as broadband and mobile contracts.

Research by YouGov found that 31 per cent of 2,000 UK consumers had cancelled at least one streaming service in the past 12 months, while 39% said they were likely to cancel a service soon. Managing subscriptions has become both a financial and logistical burden, with people juggling logins, payment cycles, notifications, and overlapping services.

Yet subscription fatigue can also be an opportunity. Telcos are uniquely positioned to evolve into digital-first brands and consolidate value by moving beyond legacy VAS into the realm of the superapp.

Unlike over-the-top players such as WhatsApp, Netflix, or Spotify, operators have direct relationships with customers. They control billing, customer identity, and the connectivity infrastructure which are valuable assets for building a multi-service platform. This makes telcos ideally placed to expand into superapp territory, offering multiple services through one streamlined platform.

Subscription churn is now a pressing concern for businesses. Users are increasingly quick to cancel services that fail to deliver clear, consolidated value.

Take Netflix: the company reported a strong Q1 but announced it would stop reporting quarterly subscriber numbers. Its stock fell 9.4 per cent, as investors worried the move signalled a slowdown in growth. Whether Netflix is concealing weakness or simply changing its reporting strategy is unclear, but the sharp reaction shows just how closely subscription figures are tracked as a measure of business health.

Telecom operators have long relied on value-added services such as streaming, gaming, and fitness bundles to differentiate their core offerings. But these models now feel outdated and they lack personalisation, operate in silos, and fall short of the integrated experience consumers expect.

Superapp success

A successful superapp is defined by diversity. Operators can embed many services into a single platform: mobile plans, financial services, entertainment, travel bookings, and insurance.

Fintechs and other challengers are moving into telecoms. Revolut has entered the mobile space, while companies such as Octopus (energy) and Monzo (banking) are exploring telecom offerings.

According to Gartner, more than half the world’s population will regularly use multiple superapps by 2027. The market, valued at $61.3 billion just three years ago, is forecast to reach $426 billion by 2030, an annual growth rate of 27.8 per cent.

Telcos also have the advantage of customer insights: call history, data consumption, and app usage. These datasets can power algorithms that deliver personalised recommendations — not only for telecom services, but also for travel, entertainment, and financial products. With this, the superapp becomes a true lifestyle hub.

Superapps offer a compelling answer to subscription fatigue. By consolidating fragmented services into a single, personalised platform, telcos can meet consumer demand for simplicity and value while carving out a stronger role in the digital economy of the future.

Private 5G mobile networks are now being embraced by global brands including Airbus, Ford, Hyundai, Jaguar Land Rover, John Deere, LG, Tesla, Toyota, and Walmart. The appeal: faster speeds, ultra-low latency, and the ability to connect thousands of devices in real time with high reliability says SNS.

China leads adoption, backed by massive government investment in 5G installations across factories, ports, and mines. Some networks span thousands of base stations, powering autonomous truck fleets, hazard monitoring, and drone-enabled farming. Chinese vendors are also exporting these solutions to markets from Thailand to South Africa.

Businesses are using private 5G for applications such as remote-controlled cranes, digital twins of production lines, wireless quality control, and live broadcasting from hard-to-reach locations.

Tesla has eliminated factory vehicle stoppages caused by Wi-Fi dropouts; Lufthansa has cut cargo handling times by 60%; John Deere plans to reduce wired factory connections by 60%; and the French city of Istres has lowered surveillance camera installation costs by more than 80%.

Lower barriers to entry—such as new shared-spectrum rules—are encouraging more companies to buy directly from 5G equipment makers or work with specialist integrators, in addition to traditional mobile operators.

The market is still led by Ericsson, Nokia, Huawei, and ZTE, but a growing wave of challengers from startups to industrial heavyweightsis pushing modular, software-driven 5G solutionsm says the report. 

Industry analysts agree the momentum is clear: as digitisation and automation accelerate, private standalone 5G is on track to become the default choice for enterprise connectivity, not just a cutting-edge experiment.

Full report HERE: