Interface magazine – Issue 22 by B2e Media

ISSUE 22

•

W W W. T H E I N T E R FAC E . N E T

Simplifying data architecture with a modern data platform Overcoming the obstacles of EV technology Flicking the switch: 2025 and the future

We revisit the dynamic partnership between Swisscom and Accenture to find out more about their brand new B2B offering Executive Insights

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Welcome to issue 22 of Interface Following the success of an exciting B2C portal, we revisit the dynamic partnership between Swisscom and Accenture to find out more about the follow-up: a brand new B2B offering…

EDITOR IN CHIEF Andrew Woods

EDITOR In June 2020, Interface Magazine published an in-depth feature on telco giant Swisscom’s new omni-channel platform – created in conjunction with Accenture – which transformed Swisscom’s B2C offering. Accenture delivered the framework for this digital omni-channel platform (DOCP) and, over time, Swisscom was able to run it independently. In the story, we mentioned that the company was also planning a B2B transformation. At the time, the plan was in its infancy. Now – again, hand-in-hand with Accenture – Swisscom has launched this exciting new element of its business. We spoke with three people directly involved with this next step – Stephan Schneider, MD of Accenture; Anne-Thérèse Morel, Head of Capability Management at Swisscom Business Customers; and Matthias Piller, Solution Train Engineer at Swisscom – to gain a broader insight on what has changed since our last catch-up. Elsewhere, we sit down with Luis Miguel Soto Valenzuela, CIO of Cementos Pacasmayo, to discuss the company’s digital and customer experience transformation, and its dedication to improving Peru. And we catch up with Poonam Soans, Chief Data Officer of the State of New Jersey, who explores how she is overseeing a data-driven revolution to better serve its citizens. Enjoy the issue!

ndrew Woods, Editor in chief A content@b2e-media.com

Dale Benton

SOCIAL MEDIA MANAGER Callum Rivett

CONTRIBUTING EDITORS Nell Walker Kevin Davies

GRAPHIC DESIGNER Dhruti Vithani

CREATIVE LEAD Mitchell Park

VP GLOBAL FINTECH & INSURTECH Alex Page

VP TECHNOLOGY Andy Lloyd Craig Daniels

VP PROCUREMENT Heykel Ouni Greg Churchill Richard Deane

PRESIDENT & CEO Kiron Chavda

Contents

Swisscom

Overcoming the obstacles of EV technology

Cementos

50 46

Simplifying data architecture with a modern data platform

State of New Jersey

Flicking the switch: 2025 and the future of VoIP

Pursuing trust-based

growth

Following the success of an exciting B2C portal, we revisit the dynamic partnership between Swisscom and Accenture to find out more about the follow-up: brand new B2B offering

Written by

Nell Walker

Produced by

Andy Lloyd

Pursui n g t r ust-based grow t h

www.theinterface.net

n June 2020, Interface Magazine published an in-depth feature on telco giant Swisscom’s new omni-channel platform – created in conjunction with Accenture – which transformed Swisscom’s B2C offering. Accenture delivered the framework for this digital omni-channel platform (DOCP) and, over time, Swisscom was able to run it independently. In the story, we mentioned that the company was also planning a B2B transformation. At the time, the plan was in its infancy. Now – again, hand-in-hand with Accenture – Swisscom launched this exciting new element of its

A n n e -T h é r è s e M o r e l , H e a d o f C a p a b i l i t y M a n

Pursui n g t r ust-based grow t h

business. We spoke with three people

customer centricity. That has remained

directly involved with this next step –

the focus with both the B2B and B2C

Stephan Schneider, MD of Accenture;

digital transformation projects, because

Anne-Thérèse Morel, Head of Capability

customer needs are ever-changing and

Management at Swisscom Business

cannot be overlooked or underestimated.

Customers; and Matthias Piller, Solution

“In their private lives, customers are

Train Engineer at Swisscom – to gain a

used to interacting digitally,” says Morel,

broader insight on what has changed

“and everybody expects everything to

since our last catch-up.

always be working. The telco industry has to evaluate everything based on these

Customer-centricity

market changes, as do big IT companies.

Let’s start off with what hasn’t changed:

These changes in the industry bring new

“ I love solving complex problems, and it’s important that you have a solid team around you when tackling them”

nagement

www.theinterface.net

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Let there be change

w w w.th e in te r fa ce . n e t

risks, but also new opportunities. We felt this was the right moment to start the B2B transformation; we had a chance to get it done, now.” A major element to consider when slotting together the puzzle pieces for the B2B transformation was security – something the pandemic has highlighted more than ever before. “All companies, today, have to think about the security exposures we have, so this is really a USP,” Morel continues. For Swisscom, trust is integral, and part of the value proposition. “As the saying goes, trust is the hardest thing to win and the easiest thing to lose,” says Schneider. “It’s important to

M a t t h i a s P i l l e r, S o l u t i o n Tr a i n E n g i n e e r

customers of Swisscom but also between our partners – and within Swisscom

opportunities available through the part-

itself. I think we’re really in this complete

ner ecosystem, and understanding the

360-degree relationship where every-

competition.

body builds it together, and we grow

In response, Swisscom began a journey

based on that trust, and it makes us

to create a simplified, unified user-cen-

successful.”

tric B2B hub. So exactly what does this improvement of B2B relationships, via

The evolution to B2B

technology, actually mean for Swisscom?

Swisscom already held a unique posi-

Why was it a necessity? “Swisscom, as

tion in the B2B market, thanks in part to

a B2B domain, has a really broad port-

its existing work with B2C customers.

folio of services,” says Morel. “The chal-

The first consideration, when under-

lenge, today, is to have the availability

taking this shift, was facing the market

to integrate these different services

conditions themselves, which included

and to simplify and automate within the

bringing together the split landscape of

back-office.”

SME and corporate clients, assessing the Pursui n g t r ust-based grow t h

“We had the analytic ability to reduce

“ It took a while to come together, and now, it operates like a well-oiled machine ”

complexity into simple blocks which we

“The technology we have is also

could then implement – something that’s

flexible, of course,” Morel continues.

really key in this setup,” Schneider adds.

Swisscom had the architecture in place

“We had a common goal in our relation-

from its customer-centric and inter-

ship with Accenture, which was to take

nal-based projects, making the expan-

the core of our customer portal and apply

sion into B2B so much smoother – which

it to partner interactions,” Morel says.

bodes well for any new adaptations down

“We are aligned with Accenture in terms

the line. “I really believe that we have

of road map and vision, and we have the

the correct architecture and mindset to

flexibility to react to situations.” This agil-

tackle the digitization challenges of the

ity was tested by COVID-19 of course,

future.”

but thankfully, Swisscom’s digital trans-

“It helped us a lot that we did not had a

formation has occurred over the course

fixed masterplan but an agile and adapt-

of several years, so, fortunately – and

able operating model. We were able

thanks to that long-honed flexibility – the

to re-prioritize the features whenever

pandemic didn’t slow it down.

we had changes in business priorities, www.theinterface.net

including those caused by COVID,”

them, because digital transformation

Schneider continues. “But what we

is like electricity – nobody thanks you

did have was a shared objective and

when it works, but everybody is there to

the trust that we mentioned before.

complain when it stops working,” Morel

Incremental steps will guide you to

explains. Good customer experience

a successful product. You need to

looks always simple, but it’s complex to

accept that some will fail but you will

realise it, and it has its costs.

create a better product when you use every step as learning experience.”

“Of course, when you have around 300,000 customers, you will find that, for a few of them, it will be diffi-

Complexities It’s fortunate that Swisscom was prepared for the pandemic in terms of its advanced technologies and its flexibility, because COVID-19 forced digital services forward with an almighty shove. Swisscom had to provide consistent support, all while each team member was working remotely and the business was going through a transformation. “I love solving complex problems, and it’s important that you have a solid team around you when tackling

Pursui n g t r ust-based grow t h

cult to find the right solution. A lot of

www.theinterface.net

“ Incremental steps will guide you to a successful product. You need to accept that some will fail, but you will create the best solution, when every step is a learning experience” S t e p h a n S c h n e i d e r, M D o f A c c e n t u r e

Pursui n g t r ust-based grow t h

communication is needed to make it in

For Morel, this way of working

a way that is acceptable for everybody,

brought an additional level of matu-

so that, at the end, we add value for the

rity to the project, and Accenture still

customer.”

had the access to the Swisscom team that it needed to help it connect with

Accenture as a partner

the customer and develop its business

A major part of why this flexibility has

understanding. “You have people who are

been possible is, of course, down to the

speaking the same business language,

relationship between Swisscom and

and that helps collaboration and trust. Of

Accenture. Before the pandemic, every-

course, we are not always on the same

body was able to work together and

page when it comes to understanding a

have regular meetings in Switzerland,

problem that comes up, but we have the

but the first lockdown put a swift stop to

ability to bring people to the table and

that. The B2B portal was in trial mode

talk openly about it, and say ‘we have to

and Swisscom was having two-day plan-

change something’.”

ning sessions every 10 weeks to plan the following 10 weeks, so being unable

Data-driven transformation

to meet initially seemed like a serious

It’s one thing saying that everything

problem.

needs to be automated and digital, but

“We were starting to work together for

for that to happen, a good, solid database

B2B beginning of 2020,” Piller says. “And

is required. Transformation is not linear,

we were forced to do it virtually from the

but driven by the examination of data and

beginning, which was not a problem tech-

new ways of using it to solve problems.

nology-wise, but we were concerned

“You have to have all your data about

about how it would work with 300 people

your customer, about your services, your

involved. But everybody was in the same

contracts, and everything needs to be

situation – including the Accenture team

clean, consistent and complete,” says

members, wherever they were in the

Morel. “It seems really easy, when you say

world – and we looked at it as a chance

that, but when you’re a large company

for better collaboration. It was not an ideal

with a long history, the data is not always

solution, at the beginning, but it worked

compatible.”

well and we haven’t lost efficiency along the way.”

Centralisation of information has been the key, here, in a way that is structured www.theinterface.net

enough to evidence to the customer.

Agility

Historically, this data was only used inter-

For Piller, the focus for Swisscom’s B2B

nally – now, with a digital strategy at the

transformation was always agility – the

forefront of business, everything is visi-

glue that holds everything together – and

ble. “It’s a huge amount of work, to get all

the vision was always to create a B2B

the data in place,” says Morel, “but it’s a

portal once the B2C one was in place.

discipline that you need to introduce to

“One of the biggest aims of the develop-

your company – the understanding that

ment value stream we decided to imple-

your data needs to be clean and organ-

ment 16 months ago was to have this

ised, because it’s needed for so many

omni-channel portal also installed in B2B,

purposes. We’re still not at the end of this

which meant optimising a lot of the migra-

challenge.”

tions we do. We took the old world and

Pursui n g t r ust-based grow t h

as well as the corp clients, on this solution. That’s the goal.” While the ramp-up phase continues, Swisscom is doing what Piller calls “enhancement work”, where it continues to look closely at the requirements of its B2B customers – whether it’s a huge bank or an independent barber shop – and make sure it can cater to both successfully. “There is a big spread of requirements,” Piller says. “Our goal is to have this DOCP for all channels, and agile methodologies are helping us to get all of this done.” While this latest project has been largely – and successfully – informed by the B2C model, there have been specific B2B challenges to overcome along the way. “The difficulty is everybody wants everything all at the same time, and they want it immediately,” Piller says. “When moved it to the new world.”

we started the B2C transformation, that

Examining the DOCP architecture

was happening at the same time as our

provided by Accenture for a B2B focus,

agile transformation, and it was so diffi-

Swisscom realised it wouldn’t fit 100%,

cult – new technologies, new people,

so some tweaking was required. Each

a new partnership we weren’t used to

decision was taken extremely carefully

yet. It took a while to come together, and

and the user experience was always

now, it operates like a well-oiled machine.

at the forefront of the team’s minds.

So, with B2B, even with a framework

The B2B platform is, in Piller’s words, in

largely in place, we knew we couldn’t do

“the ramp-up phase”, with around 250

everything at the same time – you need

customers using it at the time of inter-

to orchestrate, organise, cost things, and

viewing. “We’re trying to bring in all SMEs,

operate in an agile way, which is a super www.theinterface.net

Pursui n g t r ust-based grow t h

cool way of working that I’m passionate about.”

Swisscom culture Part of the reason that agile working is so successful for Swisscom is the culture of free thinking that it promotes. While most people are used to a hierarchical way of working, the aim at Swisscom is that people think for themselves – something that has only become more prevalent and encouraged as the business continues to transform. And, unsurprisingly, this has been accelerated by COVID-19 and the rise of remote working. Piller himself is part of the crisis management team at Swisscom, alongside his usual role, and helped in the orchestration of a task force to deal with how the organisation would cope during the pandemic. He focused on decentralising a lot of tasks and projects and giving people more freedom and responsibility. In these unprecedented times, Swisscom has managed to not only weather the storm, but successfully navigate to shore thanks to its future-orientated outlook and agility. And, of course, solid, trusting relationships with partners like Accenture.

www.theinterface.net

Overcoming the obstacles of EV technology Written by David Watson, Founder and CEO of Ohme

We must remove the obstacles to electrification by adopting smart-charging technologies

Ove rc o ming t h e ob stacles of E V tech n o l o gy

www.theinterface.net

David Watson IFounder and CEO of Ohme

here are seismic changes underway in the automotive world, as the UK gears up to meet its 2030

climate targets. Electric vehicle numbers are going in the right direction - in 9 years, there will be nearly 10 million EVs on Britain’s roads, close to 1 in every 3 cars. OEMs clearly mean business as Jaguar Land Rover and Ford have already announced that their models will be entirely electric by 2030. However, the journey to electrification is not simply a case of ramping up the numbers of EVs on Britain’s roads. The industry must wake up to the importance of smart tech to make mass adoption possible. Smart charging, specifically, holds

helping us balance the grid. If 10 million

the key to unlocking the EV revolution

EVs plug in at similar times, for example

by maximising infrastructure capacity,

before work in the morning, the unprec-

lowering the cost barrier to adoption, and

edented demand could cause the grid

gathering data on charging patterns and

to collapse under the pressure. Ohme’s

driver behaviour. Without it, Britain’s abil-

own calculations show that if numbers

ity to meet its climate targets hangs in the

of this scale plug in at once using dumb

balance.

chargers, this could add 70 GW to peak

How will our infrastructure cope?

demand. Even if just 30% of these owners

Our national grid will struggle to handle

plugged in using dumb chargers, it would

such an huge influx of EVs draining its

add 21 GW to peak power requirement – a

resources, without smart-charging

33% increase in the power required.

Ove rc o ming t h e ob stacles of E V tech n o l o gy

www.theinterface.net

By using smart charging technology, we can prevent such a surge by shifting EV demand by time and location to ensure the grid isn’t overwhelmed, allowing electricity to be consumed effectively and sustainably. At the same time, this smart tech solves the problem of managing renewable energy surplus. At the moment, the industry struggles to harvest and store excess wind power, for example, when demand is low and supply is high - when the wind blows and we’re asleep. The bottom line is that we can’t afford wastage when confronted with such ambitious climate targets. Today, the industry’s solution to this problem is huge, expensive investment in infrastructure - namely megabatteries, backup generation capacity and grid reinforcements. But by using smarter technology, we can achieve the same goal, without the cost. Smart charging enables drivers to draw surplus energy from the grid into their EV batteries at off peak times, turning the car batteries themselves into the perfect storage solution - effectively utilising our natural resources at all times of the day.

Affordability is key We will never remove ICEs from Britain’s roads unless we can demonstrate that switching to electric doesn’t have to cost Ove rc o ming t h e ob stacles of E V tech n o l o gy

“ We will never remove ICEs from Britain’s roads unless we can demonstrate that switching to electric doesn’t have to cost the earth” — David Wat s o n Fo u n der an d C EO of O h me

www.theinterface.net

the earth. And while the cost of buying

using the two together brings the approx-

an EV might be falling as more affordable

imate cost of driving 10,000 miles down

models come on to the market, for many,

by £280 annually for Nissan Leaf drivers,

EV ownership still remains out of reach.

and by a jaw-dropping £350 for Tesla X

Bringing down the running costs of EVs

drivers.

through smart-charging will be critical if EVs are to become mainstream, particu-

Joining the dots with data

larly in a post-pandemic economy.

Smart-charging does not only protect

Smart charging solutions allow

the grid and benefit consumers, it can

consumers to tap into cheap energy by

also help energy suppliers. Smart-

identifying the best times to charge. In

charging technologies deliver the abil-

fact, in some cases when there is surplus

ity to ‘connect and control’ the nation’s

energy on the grid from renewables, driv-

charging infrastructure - providing the

ers can even get paid to charge their vehi-

data for energy companies to be able to

cles, dramatically reducing running costs

direct power to where it’s needed, when

over time.

it’s needed. Smart charging also provides an invalu-

EV owners can additionally unlock a short-cut to huge savings by combining

able connection between energy compa-

a smart-charging app like Ohme’s with

nies and energy consumers , unlocking

a time-of-use (TOU) tariff. For example,

the data that will help them better serve

“ S mart-charging does not only protect the grid and benefit consumers, it can also help energy suppliers” — Dav i d Wat s on Fo u n de r an d CEO of O h me

Ove rc o ming t h e ob stacles of E V tech n o l o gy

www.theinterface.net

“ The industry is laser focused on production, but the EV revolution can’t be realised in Britain without the right tech to support it” — D av i d Wat s on Fou n de r and CEO of O h me

Ove rc o ming t h e ob stacles of E V tech n o l o gy

their customers by understanding their behaviours. By working with smart charging data platforms, OEMs can unlock powerful insights into driver behaviour. This powerful insight can also shape an OEM’s strategy from vehicle design right through to add-on services such as insurance and after sales care. Data is key here - it allows us to build a smart, networked system which is able to manage large fluctuations in energy supply and demand whilst providing powerful insights to help both energy companies and OEMs shape their service offers.

The time is now The industry is laser focused on production, but the EV revolution can’t be realised in Britain without the right tech to support it. The answer to breaking down the barriers to mass adoption is staring us in the face - smart-charging technologies. Smart tech improves affordability, protects and preserves our infrastructure, and joins the dots between EV stakeholders. It’s a triple win for EV owners, energy companies and car manufacturers, and its adoption at scale will see us well on our way to meeting our 2030 climate targets. www.theinterface.net

TRANSFORMAT TO BENEFIT A NA Tra n sfo rmat ion to b enef it a nat ion

TION ATION

Nell Walker

Craig Daniels

Written by

Produced by

We sit down with Luis Miguel Soto Valenzuela, CIO of Cementos Pacasmayo, to discuss the company's digital and customer experience transformation, and its dedication to improving Peru www.theinterface.net

n intense focus on digital trans-

manufacturing, mining, automotive,” he

formation, hand-in-hand with

explains. “They all enriched my depth of

customer experience, might

knowledge of how you manage different

not be things one immediately considers

industries through IT solutions.” When he

when it comes to the cement industry –

joined the Cementos Pacasmayo team,

but for Cementos Pacasmayo, Peru’s top

his primary objective was also related to

player in the market, it’s absolutely vital in

SAP, because the business was planning

preparing for the future. Luis Miguel Soto

to migrate to the latest version. However,

Valenzuela has been CIO of Cementos

that objective evolved, and became just

Pacasmayo for around three-and-a-half

one element of a long-term digital trans-

years, after 13 years in SAP consulting,

formation journey, with the ultimate goal

and his varied career has allowed him to

being better customer experiences.

work in Bolivia, Colombia, Puerto Rico and the Dominican Republic – experi-

The new vision

ences he describes as “really enriching”.

Cementos Pacasmayo had, in fact,

“I gained a lot of experience in different industries – health, insurance,

Tra n sfo rmat ion to b enef it a nat ion

already been planning its digital transformation before Soto stepped in. In 2017

– the year he joined – the business stated

also instated the practice of working in

its new vision, which was to provide solu-

agile teams,” Soto explains. “But until I

tions and experiences to customers, not

arrived, there were no digital products

simply products. “It was also stated that

being made. It was all an idea, a theory;

we were going to provide building solu-

now, we have several digital products

tions that differed from our main prod-

already on the market.”

uct – cement,” Soto says. “An innovation area was built in order to help establish

Seeing beyond cement

the mindset of our people in order to go

This innovative mindset of moving away

towards our digital transformation, but

from products and into experiences,

that was before I arrived.” Soto joining the business saw the IT team becoming the digital transformation function, because its capabilities were required alongside the innovation team. “As I said, that was mainly focused on setting the mindset of our people, and

www.theinterface.net

Join the real transformation Learn more about how you can use the cloud solutions, solve your everyday challenges and get you to the next level.

“Learn, Lead, Scale and Secure.”

w w w.th e in te r fa ce . n e t

12 34 1

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WE GOT THIS Tra n sfo rmat ion to b enef it a nat ion

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which existed prior to Soto, is a fairly

sorry to say, cement is a primary contrib-

novel one for the traditional cement

utor to that problem. We want to drop our

industry. Fortunately, Cementos

emissions to 0% by 2050, so part of why

Pacasmayo has a forward-thinking CEO

we’re doing this investigation in this labo-

who knows even cement isn’t always

ratory is to reduce those emissions on

going to stay the same. “We’ve been

our traditional products and operational

doing this for 63 years,” says Soto,

processes.”

“we’re number one in the region – but it’s because we’re on top that we have

Digital solutions

to change in order to anticipate further

For all the changes Cementos

competitors that arrive in our geogra-

Pacasmayo is undergoing, and how it’s

phy and start offering something we

preparing for an as-yet-unknown future,

don’t. Our CEO isn’t worried about other

one thing it doesn’t have to worry about

cement competitors – he’s worried about

is customer loyalty. As previously stated,

the next building material that’s going to

the business is at the top of the game in

come and take over the cement indus-

Peru; its customers are, in Soto’s words,

try. That’s why he stated the new vision

“in love with our brand”. In fact, the digital

– to provide building solutions, not just

transformation it’s been going through

cement-based ones.”

has cemented (pun very much intended)

That kind of innovative future-thinking

this, as it has enabled bespoke services

is what keeps a business one step ahead,

for everyone – from huge construction

regardless of the changes happening

companies to individuals just wanting a

around it, and sets Cementos Pacasmayo

few bags of cement for a single project.

apart from other players in its industry.

“We have developed a digital ecosys-

In fact, the business is so serious about

tem, Mundo Experto, in order to

keeping a close eye on the future of build-

deliver tailored solutions for every-

ing materials, it has collaborated with a

one,” says Soto. Cementos Pacasmayo

university (UTEC) to fund research into

has Ferrexperto for hardware stores,

the topic. “They’re investigating different

Agentexperto for grocery and multi-pur-

materials in order to look towards what

pose stores, Tiendexperto for B2C

we’re going to make in the future,” says

customers, Aliado Pacasmayo for

Soto. “Connected to this is our pledge to

master builders and masons, Vecinas

reduce our CO2 emissions because, I’m

Pacasmayo for the brand consulting www.theinterface.net

Luis Miguel Soto Valenzuela CIO Cementos Pacasmayo Soto is a Systems Engineer; he attended Universidad de Lima, with specialisation in project management and part of MIT Sloan’s Organizational Design for Digital Transformation program. Soto has 13 years of experience in business and technology consulting in industries like manufacturing, mining, health, insurance and automotive in Peru, Bolivia, Colombia, Dominican Republic and Puerto Rico. He works as CIO of Cementos Pacasmayo, leading all the Digital Transformation Program framed within the company’s new vision.

Tra n sfo rmat ion to b enef it a nat ion

network, and DINOexperto for direct-

on-site, and when concrete discharge

to-customer stores. This venture

starts and ends. This is a perfect exam-

has required Cementos Pacasmayo

ple of how our agile teams from busi-

to become very much a data-driven

ness, innovation and IT work together in

company. “It involves tons of data from

order to provide tailored solutions to our

which we’re going to develop our loyalty

customers. The app allows us to receive

strategies.”

enormous amounts of data, enabling

Cementos Pacasmayo even has an

further development of the solution.”

app solution – Pacasmayo Profesional –

Additionally, Cementos’s three cement

which focuses on the specific pain points

plants are automated with its IIOT plat-

of construction companies. “They now

form, which is integrated with its ERP

have real-time tracking of our ready-mix

solution, making real-time tracking across

trucks, including notifications of when

the board possible – not just in terms of

they leave our facilities, when they arrive

the product journey for the customer, but www.theinterface.net

also things like material consumption and

have to be managed differently, on a more

indirect manufacturing costs (e.g. energy

personal level. Before this became the

and maintenance inspections). “We

focus thanks to the new vision, Cementos

receive millions of data tags that allow us

Pacasmayo was very much a tradi-

to monitor our key asset management in

tional B2B company; it has 300 custom-

real time and make decisions on the run,”

ers made up of big hardware stores

Soto explains. “All of this is part of our Big

or construction materials distribution

Data and analytics programme, which will

companies, as well as construction busi-

allow us to final delivery our Operational

nesses themselves.

Intelligence solutions.”

“When we changed our vision, we stated that we were going to look towards

All customers, big and small

every single one of our customers,

All these different types of custom-

because the construction companies are

ers have different requirements, which

not the final users,” Soto explains. “Our

is reflected in the various services

real customers are the families buying a

Pacasmayo now offers – but they also

few bags of cement to build their home,

Tra n sfo rmat ion to b enef it a nat ion

“ We’re number one in the region – but it’s because we’re on top that we have to change in order to anticipate further competitors” — L u i s M i guel S oto Va lenzuela C I O, C em e ntos Pa c a smayo

so we opened ourselves up to knowing

mile delivery, and make sure it’s always on

these customers – and what we’ve found

time, which also creates a mutual support

is they’re more diverse than we thought;

network for local businesses.

they have different needs.” The business was split in two, so that

And that – the wellbeing and future of Peru – is something that’s hugely impor-

part of the Cementos Pacasmayo team

tant to Cementos Pacasmayo. It is a busi-

could focus solely on consumer, and part

ness that feels responsible for the devel-

on industrial. That allowed the business to

opment of its country, because many

learn what each type of customer’s needs

areas of it are under-developed. “We feel

and wants were, before splitting the

a primary responsibility in developing the

groups further to create the new range

cities in order to unite them with roads or

of digital services. The challenge comes

highways or bridges, because they don’t

with the actual delivery of the products,

really have those capabilities,” Soto says.

but even that is an exciting opportunity

“With our knowledge, products, and solu-

for Cementos Pacasmayo; the business

tions, we know that we can make a differ-

doesn’t have its own fleet, and it knows

ence. Our vision is to push forward this

that its customers can’t wait for cement

development by 2030.”

– they have projects happening now. So, Cementos Pacasmayo partners with

Company culture

other services in Peru that do the last

None of this shift towards greater www.theinterface.net

customer understanding and service would be possible without the kind of company culture that supports it. Back in late 2019, Cementos Pacasmayo stated its purpose – it stated its vision in 2017, but it didn’t have a purpose. So, the company decided on a purpose and created six culture principles to support it

Cementos Pacasmayo purpose: ‘Build together the future you dream of’ Six cultural principles: • People come first • We are conscious and upright • Our diversity is our essence • We experiment and learn • United we’re unstoppable • Good vibes and energy for what we do “By acting by six principles, we fulfill our purpose as a

Tra n sfo rmat ion to b enef it a nat ion

“ With our knowledge, products, and solutions, we know that we can make a difference” — Lui s Mi guel S oto Valen zu ela CIO, Cementos Pac as m ayo

company,” says Soto. “We do also have a cultural transformation program that is going along with the digital transformation journey, because we know that one can’t happen without the other. So, we’re really focused on developing that mindset and developing that driver of purpose towards our transformation.” As Cementos Pacasmayo transforms itself, it helps transform Peru – and, in that way, it is building a future the whole nation can dream of. www.theinterface.net

Simplifying data architecture with a modern data platform By Simplifying data architecture, we can enable real time applications with a transactional-analytic data platform

Written by Jeff Fried, Director of Product Management, InterSystems

Si m pl i f y i ng data arch itect ure wit h a mo d er n d ata p l atfo r m

www.theinterface.net

Jeff Fried Director of product management, InterSystems

oday, more than ever, organisations strive for a competitive edge, to deliver more value to

customers, reduce risk and respond ever faster to the needs of the business. This demands easy access to a single, realtime view of accurate, consistent and trusted data. However, growing volumes of complex data and the prevalence of silos make it a tough challenge to integrate and leverage data from internal and external sources. It is common to find architectures that combine multiple technologies to address different specialised requirements and data models. This has stemmed in part from the traditional architectural approach, deploying multiple data management technologies to serve different data and workload types, including relational and non-relational data, and transactional and analytic workloads. The result? Unnecessary complexity and latency. More moving parts, and the need to move data among them. Si m pl i f y i ng data arch itect ure wit h a mo d er n d ata p l atfo r m

www.theinterface.net

Why use multiple technologies when you can simplify without sacrificing functionality or performance? Any company with a siloed architecture to support multiple data sources and use case requirements can achieve the benefits of simplification. Those who are sceptical should consider one example of an organisation that simplified its architecture with separate in-memory caches and various underlying databases. The organisation’s architectural complexity had increased its CPU costs due to the requirement for continual conversion of data between the database, cache and application layers. It also suffered increased latency and high traffic because requests between the various elements were made over the network. Simplification delivered dramatic results, decreasing CPU load by a factor of two while increasing performance by 50%. It also reduced the number of moving parts and technologies. These place greater demands on security when

which replaces multiple, special-purpose

the data is in motion, adding to complexity.

database management systems such as key-value, document or graph data-

Three patterns of simplifying data management architectures

bases, with a single representation of

When looking at how organisations bene-

representation, on-demand, without any

fit as a result of simplification, we can

duplication of data.

identify three primary patterns. The first of these is a pure multi-model database,

data on disk that can be accessed as any

This situation typically arises because application developers will pick their

Si m pl i f y i ng data arch itect ure wit h a mo d er n d ata p l atfo r m

favourite databases and glue them

to look at relationships between the land-

together, which is understandable, given

ing gear and fuselage. Relational capabil-

there are hundreds of different database

ity is needed for roll-up reports, analytics

options in the market.

and time-series for maintenance intervals.

The multi-model approach applies to

In the hospitality industry, a single hotel

many areas of business. An aircraft manu-

booking application is also likely to use

facturer, for example, may have a fleet

as many as five database management

management application that requires a

systems in this “polyglot” structure.

document data model and a graph model

Having five different database www.theinterface.net

‘ Combining these capabilities in a single database engine in this way brings high performance without sacrifices when using analytics for real time insight and actions’

Si m pl i f y i ng data arch itect ure wit h a mo d er n d ata p l atfo r m

management systems adversely affects

is also simpler to refactor in line with

the high availability of data. Each store

changing requirements. Cross-system

has its own model for scale-out, load,

latency is totally eliminated.

disaster recovery and availability and security. Data must be synchronised

The translytical data platform

between these separate moving parts,

The second pattern of simplification is

which leads to data duplication. There are

the transactional-analytic – or “trans-

also many opportunities for things to go

lytical” – platform. This is a combina-

wrong, making the application yet more

tion of transactional and analytical data

complex. Applications working on such

management capabilities in a single

systems require a lot of time and testing,

database engine. Whereas a transac-

while reusing data becomes particularly

tional system is optimised for process-

difficult. Staff have to learn multiple prod-

ing transactions, an analytic system is

ucts, while debugging and support is more

optimised for processing queries and

time-consuming. Little surprise then, that

analytic workloads. Combining these

total cost-of-ownership increases.

capabilities in a single database engine in

A comparison exercise by

this way brings high performance without

InterSystems, analysing the previously

sacrifices when using analytics for real

mentioned hotel booking application

time insight and actions. Modern data

revealed a “polyglot” structure of this

platform technology delivers this consol-

type will have nine times more libraries

idated architecture, eliminating latency

than a single platform and require seven

when moving the data between systems,

times more time for staff researching how

and without sacrificing performance or

to complete tasks. Considering people’s

scalability for either workload type.

time makes up the bulk of development costs, this adds up significantly. The good news is the comparison

As an example, through its use of a single translytical data platform, an InterSystems customer prominent

revealed it is possible to save devel-

in global financial services is able to

opment costs by a factor of three by

process billions of trades and orders per

simplifying the architecture. A single,

day while simultaneously servicing thou-

multi-model system is comparatively

sands of concurrent requests per second

easy to scale and provides easier

from hundreds of applications across the

access to data from a common pool. It

enterprise. The recent increase in trade www.theinterface.net

throughput has been in excess of a factor of three, while the data ingestion performance has increased tenfold. Operational costs have been slashed by 75% compared with their previous approach.

In-database machine learning The third and most recent pattern for simplification is in-database machine learning (ML). This eliminates the need for separate platforms for data management and data science. We must recognise from the outset that successful adoption of ML is a struggle with many roadblocks on the way, including the difficulties associated with usable data, and the shortage of much sought-after data scientists. Less than half of ML models make it into production. The difficulties of developing and monitoring them are only partially alleviated by automation. In any case, automated ML must still work across multiple systems and does not entirely

expertise. AutoML also frees up the time

overcome the gap in the availability of

of data scientists and makes them more

tools or the difficulty in deploying them.

productive, to work on more tasks, and

Simplification here comes in the form

higher value activities such as tuning and

of AutoML or IntegratedML, which

evaluating models. These machine learn-

embeds machine learning technology

ing models can be easily embedded into

directly within the data platform and

processes and workflows to create intel-

makes the development of ML models

ligent, data driven prescriptive processes

more readily accessible to workers

that execute in real time based on events

who understand the business problems

and transactions.

and may not have deep data science

We can see then, that organisations

Si m pl i f y i ng data arch itect ure wit h a mo d er n d ata p l atfo r m

currently working with complex architec-

cloud or in a hybrid environment. It is often

tures have an opportunity to gain signif-

thought there is a pay-off between simpli-

icant operational and cost advantages

fication and the level of performance

by simplifying architectures with modern

available from a best-of-breed approach.

data management technology.

In reality, simplification does not compro-

Among the many benefits of simplify-

mise performance in any way compared

ing architectures are reduced total cost

with alternatives that generate much

of ownership, higher performance, effi-

greater complexity through deployment

ciency, scalability and resilience. These

of multiple-point solutions.

technologies are available now, whether the deployment is on-premises, in the www.theinterface.net

State of New Jersey: Redefining data for the people Poonam Soans, Chief Data Officer of the State of New Jersey, explores how she is overseeing a data-driven revolution to better serve its citizens

Written by

Dale Benton

Produced by

Craig Daniels

State Of New Jersey

www.theinterface.net

hen we think of a Chief Data Officer, a role which has become more commonplace

in recent years, our minds go towards customer data and the private sector. After all, when we think of technology in industry, the headlines gravitate towards tales of how technology is transforming the likes of the insurance space or the retail sector. But what do we think of technology, and indeed data, in the public sector? And when we do think of the public sector and how it captures, uses and presents data. Who do we think it’s for and who decides how it is presented? For the State of New Jersey, Poonam Soans, Chief Data Officer, is tasked with answering those questions on a day-today basis. Naturally, as a state body, strategic decisions are made through mandates that come directly from the Governor, but it is up to the likes of Soans to help implement these mandates and deliver real value and impact to the people who live in the state by driving

and divisions, I continued to see where

game-changing innovation.

the gaps in communication between

So, who is Soans? Having started her

teams were and had more opportunity

career as an entry level programmer for

to do something about it.” In 2010 a new

the state, she worked her way up through

mandate came from the Governor that

the ranks gaining experience and exper-

would change both her own perception of

tise along the way. “I saw close up the

data and the state’s too. “In 2010 we were

struggles that programmers face. As I

legislated by the Governor to set up a

moved up through various departments

Transparency site for the State of New

State Of New Jersey

Jersey, lawmakers from both parties had

conversation was in its infancy. Fast

been seeking a web site to enhance the

forward 11 years and the citizens have a

transparency of state finances since

whole new level of understanding and

2008” Soans explains. “This was primarily

expectation as to what they want to see

for the public, so they could see exactly

and access. “In 2012, we experienced

where their tax dollars were being spent.”

Superstorm Sandy which destroyed a

Data transparency, as we speak in

lot of homes, so we stood up the Sandy

2021, is not a new or particularly novel

Transparency Portal to provide public

concept but at the time the transparency

access to all State contracts for the www.theinterface.net

Poonam Soans Chief Data Officer & Director of Application Development Poonam Soans is the Chief Data Officer (CDO) and Director of Application Development for the great state of New Jersey. She studied Business Administration with Computer Science and has been in Information Technology for over 19 years. Poonam is a company veteran who understands the culture and history of the organization. As Director, she oversees the development and maintenance of all existing and new systems of the division in order to produce effective software solutions. She directs the administrative requirements of application development including yearly budgetary spending plans based upon organizational objectives, priorities and operational requirements. In her CDO role, she ensures her office is getting the most from what could be its most valuable asset. She is ultimately responsible for areas such as data quality, data governance, information strategy, data science, and business analytics. She works to enhance Open Government, Transparency and Performance Management Initiatives using cloud computing and other technologies. New endeavours and challenges are her biggest motivators!

State Of New Jersey

An experienced data professional, Soans is an active public speaker having been Invited to speak at over 13 major events over the last few years including: CDO & Data Leaders' Global Summit 2021, New Jersey Digital Government Summit 2018 and 2021, CDO National Virtual Summit 2021 and MITCDOIQ Symposium 2020. Soans has also been recognised by CDO Magazine as a Global Data Power Women 2021 These women are shaping the landscape of business and pioneering the field of data and analytics. They are leveraging their talents to get real world results, to answer tough business questions and to provide true value to the enterprise, their customers and key stakeholders.

allocation and expenditure of federal

Rein when I was offered this job that I’m

disaster relief funds, including contract

happy to be in a position where I can

vendor information. In addition, the portal

make a difference, to have a seat at the

lists the available federal funding streams

table,” she says. Coupled with her other

and funding criteria and tracks the federal

position, that of Director of Application

funding allotment of disaster relief funds

Development, Soans has played a key

in New Jersey. This was set up on our

part in this data-led conversation for

already existing open data portal which

the best part of a decade. “I work for the

now tells you where the funds came in

Office of Information Technology, and

and where they were distributed. The

data powers our software applications.

public is very interested in knowing where

Everything we do is around building appli-

the last dollar went. I think transparency

cations,” she says. “These roles go hand

has changed a lot and their expectations

in hand because applications are built

have changed also and so we have to

with good data on it.”

ensure we can deliver on that.” Following her work on the transpar-

The role of the Chief Data Officer has grown immensely in both the public and

ency site, and through the development

private sector, but as Soans herself

and implementation of an open data

admits; the understanding of data and its

portal which allows all state agencies to

worth hasn’t always been what it is now.

publish their data in one easily acces-

So how does an organization define the

sible portal for citizens, Soans took on

role itself? As CDO, she is tasked with

her latest role as Chief Data Officer

establishing procedures, best practices,

in 2019. “I told my CTO – Christopher

standards and metadata requirements www.theinterface.net

“It all starts with having a great team,” she enthuses. “I’m very fortunate that I have great people working with me who understand my enthusiasm and my get-it-done attitude” — P O O N A M S O A N S , C H I E F D ATA O F F I C E R & D I R E C T O R O F A P P L I C AT I O N D E V E L O P M E N T, S TAT E O F N E W J E R S E Y

all around data. This is a far cry from the

data.’ We need to know what each column

days of numerous agencies sending

means and what exactly the definition

multiple forms of data in several formats

of it is, because if the public then comes

ranging from excel spreadsheets, pdf

back to us and says, ‘What is this column?

documents to rich text formats (RTF).

What does it mean?’ we can go back to

As the demand for data for citizens

them and say, ‘This is what it means and

grew, Soans knew that this was not the

really make it easy for them.”

best way forward for the state. “I set

The goal sounds simple on paper: make

down some standards around the way

changes where necessary to improve

we wanted data to be presented,” she

the overall service. The reality of it is

explains. “That way we can parse the data

a very different prospect and Soans

out. We need the asset level and column

understands this. What she has on her

level metadata filled out completely. Do

side is her years within the organization.

not just give me data and say, ‘Here’s the

Working her way up through the ranks

State Of New Jersey

has allowed her to establish key relation-

Soans speaks of an initial boom following

ships with people throughout the organ-

the Governor’s Open Data Initiative, with

ization, people who can help facilitate

agencies jumping at the gun to upload

real change. “I know the data warehouse,

datasets on to the State’s Open Data

managed hosting, server and network

Portal at Data.NJ.Gov and get the data

teams,” she says. “So, if we get a new

transparency ball well and truly moving.

project, I know right away exactly which

After those early weeks however, the

teams need to be involved, and I can set

momentum began to fade, and so Soans

the deadline based on the fact that I’ve

had to address this issue quickly. “I had to

been there, done that, so I know exactly

really take matters into my own hands and

how long a project should take.”

decide on the best process going forward

An interesting challenge when imple-

to get that data from them,” she says. “I

menting change like this is momentum,

asked my team to conduct research and

so, how do you keep momentum going?

analysis on different states in America and www.theinterface.net

see, for example, what the States of New York and California are doing with their Department of Transportation data. This approach allowed Soans and her team to see firsthand the power of data and more specifically how states are presenting their data in a way that breaks free of the stigma that ‘data is boring’. “There’s a problem where the agencies don’t understand what the value of uploading/publishing their data is and so I show them how the other states are displaying it and it looks great,” she adds. “So, I ask them to give us their data and

“ It may be a cliché, but if you love what you do then it isn’t work and if we all share that belief then we will be successful for the people of New Jersey” — P O O N A M S O A N S , C H I E F D ATA O F F I C E R , S TAT E O F N E W J E R S E Y

we’ll publish it. We will also send a link to embed on their website and it is a win-win.

New Jersey leverages our Socrata data platform on the state’s open data portal to enable collaboration among state agencies, improve the overall service provided

CONNECTED DATA IS

POWERFUL AND DRIVES BETTER OUTCOMES

State Of New Jersey

to residents, and increase transparency for all stakeholders. tylertech.com/recovery

It’s a win for them because it makes them

a must-do resolve. Her enthusiasm and

look good for putting out some really

her drive are quite contagious. “My role

useful data, and it makes the state look

allows me to really showcase the good

good that we’re able to make the data

work that we do, and, in the end, everyone

available to our citizens in the first place.

is happy,” she says. “I’m very enthusiastic

That approach really got us a lot of buy-in

about it because I like that I can make a

with the different agencies and has

difference. There have been times where

helped pave the way forward for us.”

we have come up against agencies that

So why is there a notion that data is

are not sure of the value of their data,

boring? Soans, having worked in and

so they do not want to take the leap. We

around data for her entire career, believes

worked with them and assisted them to

that to really break away from this

upload their data, we also created visuali-

perception of boring data, people need to

zations on their data by way of pie charts,

think a little deeper about what it repre-

bar graphs, etc. And they have been

sents and how the State is helping those

extremely pleased with the results. This

citizens. Soans knows this and feels priv-

generates valuable word of mouth with

ileged to work for the state in the role that

other state agencies who then want to

she has because she believes in making

follow suit.”

real change for the people. She projects

As much as Soans is driving this data-

optimism, confidence, a will-do spirit and

led initiative, she will be the first to admit www.theinterface.net

State Of New Jersey

that it is by no means a one

can score, the team has a better

woman show. She is surrounded

chance of winning. I really think

by incredibly dedicated people

that makes a lot of difference.”

who are as committed as she

Having a great team and a great

is and goes as far as to say that

working relationship with that

without them, the task at hand

team has proved particularly key

would be immensely difficult.

in light of the COVID pandemic.

“It all starts with having a great

With lockdown restrictions and

team,” she enthuses. “I’m very

office closures, the Office of

fortunate that I have great people Information Technology had to working with me who under-

transition from in-office working

stand my enthusiasm and my

to working from home. Soans

get-it-done attitude. I set prior-

speaks of initial problems when

ities for my team based on the

adjusting to this new dynamic,

deliverables. I also have a lot of

ensuring employees had access

support from other IT teams and

to the data and systems they

management.”

need to continue providing crit-

“I make sure that everyone on

ical services was a key early

the team plays a different role,

focus. Once the team settled

according to their strengths.

into this new way of working,

Knowing your team, their person- they continue to do all they can alities, what they can do, their

for the citizens of New Jersey.

strengths and their weaknesses.

Importantly for Soans, this time

In other words, you know who

has allowed her and her team

to approach when you are in a

to think about resilience and

rush, and you know which team

the lessons learned along the

member to go to when you want

way. “Like everyone, we were

it done right and you have the

totally caught by surprise and

luxury of time. For example, one

so once we settled down a little,

may not be the best goal scorer,

we immediately started think-

but they are great at moving the

ing about what we can take away

ball forward. You know that if you

from this,” she says. “It ranges

pass that ball to the person who

from looking at the devices and www.theinterface.net

equipment we use to work from home to examining some of the work we’ve done in recent years and how we could possibly improve on that, now that our way of working and thinking has been challenged by this pandemic.” This idea of examining practises and challenging the thinking goes back to an earlier point that Soans made about asking her team to look at how other states leverage their data. She feels that the key to doing the right thing by the people, and not just thinking that she is doing the right thing, is to connect with her peers in the same or similar roles across the country. She is a member of the State Chief Data Officers Network, where she meets (virtually) with fellow State CDOs and shares knowledge and experiences and most importantly, challenges, how they can be effective in their roles. “It’s a great platform where we can exchange ideas, thoughts and concerns,” she says. “We all have the same goals and

will look to implement a more robust data

are arriving at them from different angles.

governance program, all the while contin-

Everyone is simply trying to help each

uing to adopt best practices across the

other be a success.”

organisation and the agencies. While

Over the course of the last two

the benefits of these are clear, what is

years, Soans has made great strides in

the secret of her success? Poonam’s

moving the needle forward for the data-

success is rooted in the way she leads

led conversation of the State and she

and her work ethic. She is expected

acknowledges that there is still a long

to make big decisions, and that is not

way to go. Over the next 12 months she

always easy, especially when there is a

State Of New Jersey

lot of money on the line. This is why it is so important for her to spend time doing

are excited to emulate. “I will do all it takes, everything I can

her research, listening to the concerns

within my power, and with the assistance

of client agencies, and then using that

of my teams to serve New Jersey. It may

information to reach a decision. “We are

be a cliché, but if you love what you do

a team, and we all represent the state of

then it isn’t work and if we all share that

New Jersey. As a leader, one needs to

belief then we will be successful for the

have the foresight and the gumption to

people of New Jersey.”

take risks.” Learning from her example can help anyone become a leader people www.theinterface.net

Flicking the switch: 2025 and the future of VoIP What will the impending shutdown of the traditional analog and digital public network in favour of VoIP services means for business communication Written by

Chris Thomas, Founder and Director of Litenet Ltd.

Fl i c ki n g t h e switch : 2 02 5 and t h e f u t u re of Vo I P

www.theinterface.net

Chris Thomas Founder and Director of Litenet Ltd.

025 might seem like a long way away, particularly with the current lockdown making each day blend

into obscurity. However, it will have a big impact on many unsuspecting companies and individuals. 2025 is the year BT switches off the old fixed-line telephone services, known as the public switched telephone network, or “PSTN”. Businesses are going to be forced to look at alternatives, and that is not a bad thing.

connections to connect them to the

It is likely to save them money.

outside world.

Almost everybody has heard of VoIP,

Using the same resources as a data

regardless of their technical capac-

network, which every company now has

ity. VoIP stands for Voice over Internet

in abundance, reduces the investment in

Protocol. It describes how a voice signal

hardware and infrastructure significantly,

is broken down into packets and trans-

so it is no surprise that the network oper-

ported across a data network. Its major

ators now want to do the same. It makes

benefit is that it allows voice and data

no sense to maintain and operate an

traffic to share a single transport medium,

infrastructure that has not seen any real

compared to the past when voice relied

improvement in decades, and that most

on much more resource-hungry, dedi-

businesses have been moving away from

cated infrastructure.

slowly over the last 10 years.

Over the last 10 years or so VoIP

The decision to switch off the PSTN

has become the standard method of

network was made back in 2015 in a bid

providing voice services to end-users in

to accelerate the transition to VoIP. By

many business environments. Leaving

giving a deadline it was hoped that deci-

traditional analogue or digital (ISDN)

sion-makers would consider this when

Fl i c ki n g t h e switch : 2 02 5 and t h e f u t u re of Vo I P

“ Over the last 10 years or so VoIP has become the standard method of providing voice services to end-users in many business environments”

planning their communications strategy.

circumstance it is likely to reduce the

Many did, but there are still millions of

costs of providing telephony services

businesses and individuals using these

to your end-users. Most businesses

fixed-line PSTN services around the

already have a sturdy and reliable inter-

country. 2020 saw the introduction of a

net connection. VoIP traffic is relatively

cease on new orders for these services,

light and, unless there are large volumes

so from this point onwards, it is VoIP all

of calls, is unlikely to have a detrimental

the way!

effect by adding it to this existing connec-

This is not a bad thing. In almost every

tion. ISDN or analogue services were www.theinterface.net

Fl i c ki n g t h e switch : 2 02 5 and t h e f u t u re of Vo I P

charged by line, the more lines you have, the more it costs. It had to be delivered over dedicated cabling, and it required dedicated hardware. That hardware had to be purchased, maintained and came with its own running costs and administration effort. VoIP fixes a lot of these issues. As the 2025 deadline draws nearer, we are likely to see rising demand for users of PSTN services wanting to transition to VoIP. Any business looking into this transition is going to have a couple of options. Cloud Hosted VoIP. This is the prevalent trend and fits in with many other cloud technologies. It requires no on-site equipment all it requires is an internet connection. Maintenance, upgrades, and running costs are all taken care of by the service provider for a simple monthly subscription fee. SIP Trunks. You can think of this as a virtual ISDN line. If you have a VoIP capable telephone system already then this is the option for you. It is unlikely you will want to replace your existing estate of handsets, or risk wasting any investment you’ve made in the last few years, so this is a perfect way to move across to VoIP while retaining your existing equipment. SIP Gateways. There are still many functioning systems out there that do www.theinterface.net

not support VoIP. In these cases, some

start thinking about the benefits of VoIP

gateways can be implemented that will

now. Increased functionality, remote and

terminate a SIP trunk and convert it to an

flexible working, reduction in costs, and

analogue or ISDN service. These provide

reduced administration are all key bene-

a cost-effective and low-risk transition

fits that are available immediately. Cloud

for larger and more complex telephone

VoIP removes the shackles of the desk

systems which can buy you time while

phone in such a simple way that it just

you consider your longer-term strategy.

makes sense to get on with it. You can

Businesses considering their IT and communications strategies need to

empower your field and remote staff with all of the flexibility and functionality of an

“ Businesses considering their IT and communications strategies need to start thinking about the benefits of VoIP now. Increased functionality, remote and flexible working, reduction in costs, and reduced administration are all key benefits that are available immediately”

Fl i c ki n g t h e switch : 2 02 5 and t h e f u t u re of Vo I P

office-based phone system from their

director of Litenet Ltd, a UK based tele-

mobile devices, laptops and computers.

coms and business solutions consul-

It no longer matters where they choose

tancy. Chris has been in the telecoms/

to work from, and in the current climate

IT industry for over 25 years, held senior

that benefit is already reaping rewards for

positions within reseller organisations

many other businesses.

and has worked with global enterprises

The 2025 PSTN shutdown is coming sooner than you think. Make sure you’re

and government bodies on their telecom’s projects.

ready for it. Chris Thomas is the founder and

www.theinterface.net

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