Q: You've been with Cellusys since the early days. When you look back, what stands out most from those first years?
What stands out is how unfinished everything was, in a good way. Nothing was 'set'. We were figuring things out as we went, often under pressure, often with customers already relying on us. You learn very quickly in that environment. You don't have the luxury of theory — things either work or they don't. It also meant everyone understood the system end-to-end. You couldn't hide behind roles or process. If something broke, you were close to it. That stays with you.
Q: Back when you joined the company, did it feel obvious where the company would end up?
Not at all. If anything, the opposite. We had a sense of what good looked like — reliable, well-engineered, trusted — but not a neat picture of scale or markets or structure. A lot of the clarity only comes afterwards, when you realise which decisions mattered and which ones just felt urgent at the time.
What was consistent was the focus on doing things properly. That hasn't changed.
Q: You later became CEO. How did your view of the company change when you took on that role?
You start seeing the knock-on effects of decisions much more clearly. A technical choice, a hiring decision, how you respond to a customer, they all ripple out in ways you don't always see when you're closer to the detail. It also makes you very conscious of trust, internally and externally. You realise how fragile it is, and how long it takes to build. That probably shaped how I approached the role more than anything else.
Q: How does the Americas market differ from others you've worked with?
There's a strong emphasis on outcomes. Less patience for abstract promises. Customers want to know: will this work, and will it still work when things get messy? That suits us. A lot of our strengths only really show themselves at scale, under pressure, or during change. Those conversations tend to be more grounded, which I enjoy.
Q: Having seen Cellusys from so many angles, what do you think people outside the company often misunderstand?
I think people sometimes assume longevity means conservatism. In reality, staying relevant in signalling means constantly adapting — protocols change, threats change, traffic patterns change. The difference is how you adapt. We tend to do it carefully, deliberately, without noise. That can be easy to miss from the outside.
Q: What hasn't changed about Cellusys, despite all that growth and change?
The seriousness about responsibility. If a network depends on something you've built, you don't get to be casual about it. That mindset was there early on, and it's still there. Also the expectation that you understand what you're working on. Not just your bit, but the wider context.
Q: What keeps you motivated after so many years?
Seeing customers succeed quietly. When things just work. When migrations happen without drama. When problems don't become incidents. That sounds understated, but in telecoms that's the real win.
Q: If someone new joined Cellusys tomorrow, what would you hope they notice first?
That people take the work seriously, but not themselves. There's a lot of experience in the room, but not much ego. If you're curious and prepared to learn, you'll be supported, but you're also expected to pull your weight. That balance matters.
