The rapid expansion of 5G networks, fiber infrastructure, and next-generation telecom systems is reshaping the global digital economy. As telecom operators accelerate network modernization and large-scale infrastructure deployments, managing multinational rollouts has become increasingly complex—requiring strategic planning, regulatory coordination, and operational precision.
To explore these challenges and the evolving future of telecom infrastructure, West Asia Watch Co-Founder and Managing Editor Ms. Parsa Imran spoke with Ziad Masadeh, Member of the Board of Directors at SIS Global (Saudi Arabia Headquarters).
With over 22 years of experience in mobile network rollouts and telecom infrastructure projects across Jordan, the United Arab Emirates, Pakistan, and the Philippines, Masadeh has led major deployments spanning 5G networks, fiber expansion, microwave modernization, and large-scale wireless infrastructure programs.
In this interview, he shares insights on multinational telecom deployments, program management strategies, vendor governance, and the growing integration between telecom networks and data center infrastructure, offering a comprehensive perspective on the operational and strategic factors shaping the next phase of global connectivity.
With over 22 years of experience in mobile network roll-out across multiple countries, what key challenges have you observed in multinational telecom deployments, and how have you successfully addressed them?
With more than two decades of experience across Jordan, UAE, Pakistan, and the Philippines, I have observed that multinational telecom deployments face three major categories of challenges: regulatory complexity, operational diversity, and supply chain volatility.
First, regulatory environments vary significantly from country to country. Site acquisition processes, governmental approvals, and legal frameworks differ in timeline and structure. My approach has always been proactive stakeholder alignment — engaging regulators early, establishing legal follow-up mechanisms, and creating parallel approval workflows to minimize delays.
Second, operational diversity across markets introduces differences in contractor capabilities, workforce skill levels, and vendor coordination. To address this, I focus on implementing standardized rollout governance models while adapting execution tactics locally. KPI-driven performance tracking, structured subcontractor evaluation, and strict quality assurance processes were key success factors in large programs such as Orange’s 1800-site rollout and Wi-tribe network launches.
Third, supply chain instability — especially in recent years — requires agile procurement and strategic stock management. By integrating forecasting, buffer planning, and strong vendor negotiations, we were able to mitigate deployment risks and maintain rollout continuity.
Ultimately, multinational success depends on balancing global standards with local intelligence
In your role as Director of Service Delivery and Program Management, how do you ensure timely execution and quality assurance in large-scale 5G, OSP, and FTTx projects?
Timely execution and quality assurance in large-scale projects require a structured governance framework supported by disciplined execution. I focus on five pillars:
- Strategic Planning & Risk Mapping: Before project launch, we conduct deep risk assessments covering permitting, logistics, power readiness, and subcontractor capacity. Clear mitigation matrices are established from day one.
- Integrated Program Management: For 5G, OSP, and FTTx deployments, civil works, transmission, RF, and power cannot operate in silos. I ensure cross-functional alignment through centralized reporting and weekly executive dashboards.
- KPI & SLA Control: Time-to-build, quality metrics, safety compliance, and cost performance are tracked continuously. Any deviation triggers immediate corrective action.
- Field-Level Quality Control: We implement structured inspection systems — including load studies approval, as-built validation, and EHS compliance — ensuring first-time-right execution.
- Financial & Resource Optimization: Capex control, contract renegotiation, and performance-based contractor management are critical in maintaining profitability while delivering on schedule.
5G and fiber expansion demand precision. Operational discipline is what transforms strategy into execution excellence.
Given your expertise in both passive and active wireless infrastructure, how do you strategically manage site acquisition and civil construction to prevent rollout delays?
Site acquisition and civil construction represent the backbone of any network rollout. Delays in these phases cascade across the entire deployment lifecycle.
My strategic approach includes:
- Early Legal & Community Engagement: For private and governmental sites, legal clearance must run in parallel with technical design. Proactive engagement reduces disputes and last-minute blocking issues.
- Pre-Approved Design Libraries: Standardizing tower types, camouflaged solutions, and foundation designs accelerates municipality approvals and reduces engineering rework.
- Parallel Execution Model: Instead of sequential workflows, we run acquisition, structural analysis, power design, and transmission planning concurrently — shortening overall deployment cycles.
- Contractor Performance Segmentation: Not all contractors perform equally. I implement tiered contractor evaluation models with performance-based incentives and penalties.
- Strong Governance & Escalation Matrix: Clear reporting structures and escalation paths prevent bottlenecks from escalating into systemic delays.
In large-scale programs such as 5G rollouts and multi-country WiMAX launches, this structured approach allowed us to maintain aggressive deployment targets while preserving quality and budget discipline.
What strategies do you use in vendor and subcontractor management within TowerCo and telecom infrastructure projects to maintain efficiency, compliance, and cost control?
Vendor and subcontractor management is a critical pillar in telecom infrastructure projects, particularly in TowerCo environments where multiple stakeholders are involved.
My approach focuses on three main dimensions: performance governance, contractual discipline, and operational transparency.
First, we establish clear KPIs and SLAs covering delivery timelines, quality standards, safety compliance, and cost performance. Contractors are continuously evaluated against these metrics to ensure accountability.
Second, structured vendor segmentation is essential. Not all subcontractors operate at the same level of capability, so classifying them into performance tiers helps assign the right scope to the right partner while maintaining competition and quality.
Third, strong contractual frameworks and commercial controls are key to managing costs. This includes standardized pricing structures, milestone-based payments, and strict change management procedures.
Finally, regular performance reviews and field audits ensure alignment with technical specifications, EHS standards, and regulatory compliance.
In large telecom deployments, successful vendor management is not only about cost efficiency—it is about building reliable partnerships that deliver consistent quality and scalability.
From your perspective, what are the most critical technical and operational factors for a successful 5G mobile rollout?
The success of a 5G rollout depends on a combination of network architecture readiness, infrastructure scalability, and operational execution discipline.
From a technical perspective, fiber backbone availability and high-capacity backhaul are fundamental. 5G networks require dense fiber connectivity to support massive data throughput and low latency.
Another critical factor is site densification. Compared to previous generations, 5G requires a higher density of macro sites, small cells, and indoor solutions to achieve coverage and performance targets.
Operationally, efficient site acquisition and permitting processes play a major role in deployment timelines. Delays in regulatory approvals or civil works can significantly impact rollout schedules.
Equally important is interoperability between radio, transmission, and core networks, ensuring smooth integration and performance optimization.
Finally, strong program management and vendor coordination are essential to align civil works, power systems, fiber deployment, and radio integration under one execution framework.
In essence, 5G rollout success is not just about technology—it is about coordinated infrastructure readiness and operational precision.
During swap and modernization projects, particularly in microwave network implementation, what best practices help ensure minimal service disruption?
Swap and modernization programs require extremely careful planning because the primary objective is to upgrade the network while maintaining uninterrupted service.
One of the most effective strategies is detailed pre-implementation planning and simulation, where network parameters and configurations are validated before field execution.
Another best practice is implementing parallel infrastructure deployment, where new equipment is installed and tested before the old system is decommissioned. This significantly reduces downtime risks.
In microwave network upgrades, traffic rerouting and redundancy planning are critical. Temporary backup links or alternative routing paths ensure that traffic can be maintained during the swap process.
Execution is typically scheduled during low traffic windows, usually overnight, to minimize customer impact.
Finally, strong coordination between NOC teams, field engineers, and vendors ensures real-time monitoring and rapid troubleshooting during the migration process.
With proper preparation and coordination, modernization projects can significantly enhance network capacity and reliability without affecting customer experience.
As data center infrastructure becomes increasingly integrated with telecom networks, how do you see this synergy evolving in the coming years?
The integration between telecom networks and data center infrastructure is becoming a defining element of the next phase of digital transformation.
With the growth of 5G, IoT, cloud computing, and AI-driven services, telecom operators are evolving from connectivity providers into digital infrastructure platforms.
One of the most significant developments will be the expansion of edge computing, where data processing is moved closer to end users through distributed mini data centers integrated with telecom sites.
This architecture significantly reduces latency, enabling advanced applications such as autonomous systems, smart cities, and real-time industrial automation.
Additionally, hyperscale data centers and telecom operators are increasingly collaborating to support cloud-native network functions and virtualization.
Over the coming years, telecom infrastructure will become more software-defined, cloud-integrated, and distributed, creating a seamless ecosystem between networks, data centers, and digital services.
This convergence will fundamentally reshape how networks are designed, deployed, and monetized.
From a leadership standpoint, what core skills are essential for managing large cross-functional telecom teams across diverse regulatory and cultural environments?
Managing large telecom teams across multiple countries requires a leadership approach that balances technical expertise with strategic and cultural awareness.
First, clear communication and stakeholder alignment are essential. Telecom projects involve engineers, vendors, regulators, contractors, and financial teams, so aligning objectives across all stakeholders is critical.
Second, cross-cultural leadership skills play a major role when operating in multinational environments. Understanding local business practices, regulatory frameworks, and workforce dynamics helps create stronger collaboration.
Third, strong program management and decision-making capabilities ensure that complex projects remain aligned with timelines, budgets, and quality standards.
Another key leadership skill is empowering teams through accountability and trust, enabling engineers and managers to take ownership of their responsibilities while maintaining a clear governance structure.
Finally, adaptability and resilience are vital in the telecom industry, where technology cycles, regulatory changes, and market demands evolve rapidly.
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