It's been a long road to solvency for the Altech Groups' former East African holdings, which have been part of Liquid Telecom since last April.
Now seven months at the helm, Ben Roberts, the acting CEO of Liquid, has managed to steer the East African operations back to financial safety, mended fences with contractors and started negotiations with bigger clients who had deserted the company in search of better services.
Liquid said the deal to buy up the East African facilities would create Africa's largest single fiber network, operating in Kenya, Uganda, Rwanda, Zambia, Zimbabwe, Botswana, DRC, Lesotho and South Africa.
The former Altech holdings have had a complicated history. Altech put a stake into the ground in the region when it scooped up the majority share of Kenya Data Networks in 2008, but by 2013 those operations were hemorrhaging money, its major clients had cancelled contracts, contractors had sued, and hiring of expatriate staff was dogged by allegations of racism. Staff morale was low.
As part of last year's deal, Altech took a minority stake in Liquid, but three weeks ago it gave that piece up, leaving Liquid on its own. Roberts answered questions about Liquid's strategy for the East Africa operations, and how the business is going. The following is an edited transcript of the interview.
IDGNS: Liquid Telecom had existing operations in Kenya, why buy Altech East Africa?
Roberts: As Liquid Telecom, we have built pretty similar companies in Southern Africa, we have rolled out fiber optic projects in Zimbabwe, Zambia and the Democratic Republic of Congo. Our operations were not as big or advanced as Altech East Africa. It was a tactical approach to buy, when Altech South Africa announced it was selling its regional operations.
IDGNS: How is Liquid Telecom East Africa different from Altech East Africa?
Roberts: When I joined as acting CEO, the biggest challenge I saw was the lack of operations harmony across different countries. In Liquid Telecom, the teams in Zimbabwe and SA were working together but it was not the case in East Africa.
The teams in Uganda were working in isolation from teams in Kenya or Rwanda; something was not right, we had to start building cooperation in order to build one network.
We have also worked on managing costs, network improvement, customer experience, reliable services and making it simple and easier for customers to configure regional services across the 11 countries we have operations.
We are looking at the basics of operational procedures in terms of maintenance for our network. I think Altech were avoiding spending money in the past so they were ignoring maintenance. We are upgrading the technology, the skills, and the operational procedures will increase
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