Assembling the Management and Technical Teams

In planning a wireless broadband network, one must not neglect the human dimension
because staffing decisions will be vital to the success of the network.
If, as is often the case in wireless startups, initial funding is limited, the temptation on the
part of the entrepreneur founder is to assume the role of chief cook and bottle washer and
attempt to do everything. Indeed we have seen countless instances of entrepreneurs with no
prior experience in either wireless data or network management attempting to perform all the
business functions involved in running a network as well as taking on the duties of chief technical
officer. Sadly, this kind of overreaching almost always results in the operation’s failure.
Adequate staffing is just as important as installing the right equipment. Network operation
is a hands-on business, presenting constant challenges even to experienced management and
technical teams. If capable individuals are not in place to perform all the vital functions
involved in setting up and running a network, the operation is almost certain to founder.
In some cases, individuals with expertise in more than one function and in the early stages
of network growth such multitasking may be acceptable. But as the network grows, so must
staff if network performance is to meet the expectations of the subscribers.
Rather than describing specific positions, I will simply enumerate the major responsibilities
in launching and running the network.
First, overall network planning is essential. This function concerns itself not only with the
airlinks themselves but with the core switching and routing components required to handle
network traffic, as well as the physical and software platforms required to support specific
service offerings. Such planning involves basic questions about how the network will be architected
to serve the needs of various groups of subscribers and how the initial deployment will
support expansion.
In established carriers, whole teams of network engineers engage in such planning exercises
under the leadership of network executives, but a wireless independent will rarely be in a
position to hire a planning team. More than likely a single individual will have chief responsibility
for developing the network architecture.
This may not be altogether a bad thing. Traditional telcos have separated those with
expertise in routers and data switches from those who oversee traditional voice switches,
reflecting a dichotomy that is becoming increasingly meaningless today. The people planning
a modern pure packet network need to be generalists, so specific experience in one area within
a large incumbent may not be the best preparation for a broadband wireless network planner.
Second, the organization needs to have on staff someone with extensive hands-on technical
experience in implementing and maintaining wireless data networks. Relying on wireless
consultants is simply inadequate, and hiring someone who has run large wireline data networks
but never dealt with RF airlinks will not suffice either. Unfortunately, highly qualified individuals in this field are not numerous, and their scarcity is apt to be reflected in their salary
demands. The individual in question need not be a degreed engineer, and in fact most inexperienced
electronic engineers know next to nothing about radios, but the candidate must be
thoroughly familiar with issues such as link budgets, multipath distortion, Fresnel zones, and
the whole range of technical details having to do with system setup and maintenance.
Some qualified individuals may have experience in the broadcast industry, some in
mobile communications and some in military radio. Whatever their prior experience, radio
experts must be highly technical, have a strong theoretical background in RF engineering, and
have extensive operational experience. In addition, this individual must have an in-depth
understanding of wireline data networks. Since more than likely this same individual will be
supervising field installation, something more than a pure design engineer will be required.
Because recruiting customers will be vitally important as the network is being launched,
a seasoned customer relations manager, preferably one with specific telecommunications
industry experience, will also be necessary.
A sales force will definitely be required, a particularly important contingent in respect to
business customers. In time, a marketing director will also probably be required to formulate
longer-term marketing and positioning strategies for the organization.
Honest and competent financial officers are absolutely essential to the operation of a
startup because operating and build-out expenses have a way of quickly getting out of control
in these settings. Such individuals should report directly to a board of directors.
Initial professional staffing may be lean—one hardly requires layers of management when
the network itself may only have a few dozen customers—but it should be a bit ahead of the
momentary requirements of the organization. A broadband access service provider has to
grow, and staff must to be in place to manage the growth.
Starting a competitive access provider, wireless or otherwise, is not a nine-to-five job and
depends heavily for its success on the staff’s enthusiasm and dedication. Compensation policies
and managerial practices should reflect that everyone is in it together and everyone is
vitally necessary for the enterprise’s success. An executive or senior manager accustomed
to operating within an entrenched bureaucracy is not well adapted to succeeding in such an
environment, and I have seen plenty of “bell heads” with much relevant experience but inappropriate
attitudes stumble badly within startup service providers. Ultimately, flexibility and
resourcefulness are the most important attributes in a wireless start up team member.