We are 100 percent devoted to the telecom sector

Past experience is no guarantee for the future, but infrastructure provider Circet Benelux expects to come close, maintaining the strong results of 2022 again this year, according to CEO Bavo De Cock. “Even more important for operators is that we are 100 percent devoted to the telecom sector. When network roll-out is complete, we stay focused on our sector.” This vision will be outlined on 08 June at the Telecom Insights conference.

Author: Martijn Kregting, Telecompaper

Bavo De Cock, CEO of Circet Benelux, knows the telecom sector inside and out. The same is true for Circet as a company and its predecessor ESAS, which France-based Circet group took over in 2020.

In the coming years Circet Benelux plans to expand its focus from fixed to also mobile networks. De Cock has experience with diversification, after the loss of important customer service activities in 2018 prompted the company to renew itself. “After seeing a shift at one of our important customers, we decided on a big strategy change: going forward we would be able to serve operators end-to-end, by also designing and building networks.”

Significant footprint

From 2019 a series of acquisitions followed, especially in the advanced Dutch market. This resulted in a strong footprint especially in the south of the Netherlands, which was then expanded into Belgium. Under the Circet flag the next step is now in motion, to expand the company’s expertise in fixed to mobile networks. The group is already active in this area in other markets, such as France, the UK and Spain. 

According to De Cock, the same nodes are appearing between fixed and mobile at more and more operators. “It was a logical step for us to serve our customers end-to-end in this area, for all the activities they wanted to outsource.” Building on its good name in fixed networks, it has a good starting point to add mobile. 

Top of mind 

The strategy of Circet Benelux is based on three pillars. The first is the basis, ‘We do what we say and deliver what we promise’. This has helped put the company ‘top of mind’ by many operators in the Benelux, the CEO said.

“We all know the current pressure to get networks built. There is a lot to do, and it has to be fast. For that you need to be well-positioned to deliver what you promise, as significant interests, including financial, are involved.” This makes it a must to be transparent, both in what you can and can’t do, De Cock feels.

Second, Circet works with dedicated customer teams, which have a long-term focus on the single operator. “This is how our people learn the customer inside-out,” explained De Cock. “They know not only what’s happening in the market but also specifically at this operator, so they can translate that into network design, roll-out and maintenance. They grow and develop alongside the customer.”

Focus on digitisation, innovation

A third pillar in Circet’s strong market position is its focus on digitisation and innovation. The company works intensively on digitisation and automation, according to De Cock. This sets it apart from many peers. It’s all about looking to the longer term to think with clients about business continuity, the CEO said. And that means innovating and investing together in digitisation.

“We want to innovate with the customer on all aspects of our services provision. Some of our customers make use of our automated Service Cruiser platform, which directs our technicians as well as those from the customer or partners working for the operator. Whereas we previously worked with over 70 dispatchers, today it’s just three. That means time and money is freed up for better use elsewhere.” 

Growing into mobile

These three pillars have led to Circet Benelux’s strong position and footprint in the fixed market, and accomplishments such as 315,000 connections realised for customers in 2022. The plan is to deliver the same for mobile networks, where the company already expanded last year in Belgium and this year will start in the Netherlands, according to De Cock.

“We started in Belgium with 5G swaps. As we did not yet have the expertise in house we drew on the strengths of the group. A number of French colleagues working in the border region with Belgium were deployed, in part for delivery but also to train our people. That is something we apply on a structural basis. Across our countries we have Academies where we train our people to work with new technology and other developments.”

International and local strength

From this year Circet can continue on its own in Belgium, according to De Cock. “We have the in-house expertise in Belgium now to roll out mobile networks, and we will use this in 2023 to support our Dutch colleagues. There is a flywheel effect already, helped by our takeover at the end of last year of 5G specialist GRITT Projects in Belgium – now known as Circet Projects. It may not be the simplest way to build up the necessary expertise but definitely the quickest. And speed is essential in this market.”

It’s a clear advantage for Circet that it works in multiple countries, the same as a number of its operator customers. “We already work with some customers in fixed and mobile in a number of countries. Furthermore, we have good relationships with the suppliers of 5G equipment. Altogether that creates a strong chain of cooperation, helped also by Circet’s 100 percent focus on telecom.”

Telecom is a clear strategic choice for Circet, which should give operators confidence that the company will be around for the long term. All under the unequivocal name Circet, with all the other brands - Esas, Lomitel, NKM, Spitters, Teletronika, TeleZuid and GRITT Projects – phased out. “We are working under a single brand name for more than a year now, backed by a strong international reputation.”

Attract and keep talent

The strong brand name also helps Circet attract talented employees. De Cock: “The labour market is under pressure, especially for technical professions. That means six separate brands is less attractive than when you go to work for one large player. We see a significant inflow of good quality candidates. Our organic growth of over 40 percent in the past year was realised in part thanks to attracting the right people.”

For the future Circet will keep investing in well-trained personnel that can advance in the organsiation. “That is part of our philosophy: we don’t invest in companies, we invest in the people in these companies. Not just to bring people on board, but to keep them on board. We offer them a career path in Circet, creating long-term perspective and cultivating loyalty. And that shows through in how we can serve our customers.”

Focus on diversification

In the coming years Circet Benelux will continue its diversification strategy, De Cock said to finish. In fixed and mobile networks, from design to maintenance and management, it aims to be a top-3 player. 

“We are already preparing for the increase in demand for long-term management and maintenance of networks. Some players have jumped into the market because of the high demand for network roll-out. But at a certain point all the required networks will be built and it will become a smaller, replacement market. Many players will shift focus again then, for example to the energy transition. We stay true to telecom, even if the market gets smaller at a certain point. I think that should instill great confidence.”

Circet Benelux will be at the Telecom Insights conference on 7 June in Spant!, Bussum. Are you coming too?