Rather than a “winner takes all” fight between LEO and GEO, the future of resilient connectivity will look like a sky stack — HAPS for rapid deployment, VLEO for latency-sensitive services, MEO for trunking, and GEO for broadcast. This blog lays out the comparative metrics and the boardroom decisions you should be making now.

مقدمة: التهديد غير المرئي الذي لا يمكننا تجاهله في الساعات الأولى من يومٍ عاديٍّ من عام ٢٠٢٤، بدأت الطائرات فوق بحر البلطيق تُبلغ عن...

Quantum communications is not science fiction — it’s the next frontier of secure networking. Here’s what boards must know to avoid being blindsided.

Quantum key distribution is powerful — but not for everyone. Here’s the board-level view on when to invest and when to wait.

Quantum satellites will decide who controls tomorrow’s secure communications. Boards need to factor space sovereignty into risk planning.

Telecoms and infrastructure companies face unique challenges — from regulatory complexity to capital intensity and geopolitical risk. Boards cannot afford generic governance alone. This article explains why specialist non-executive directors (NEDs) bring essential value to telecoms and infrastructure boards, and how their sector knowledge strengthens resilience, investor confidence, and long-term strategy.

As companies expand internationally, boards face complex risks and opportunities that require cross-border expertise. This article explains how to appoint a non-executive director (NED) with global experience, what qualities to prioritise, and the governance challenges international boards must prepare for.

Interviewing non-executive director (NED) candidates requires a different approach from executive recruitment. Boards must uncover independence, strategic foresight, and governance fluency. This article sets out the ten essential questions every board should ask prospective NEDs — and explains what strong answers look like.

For growing businesses, appointing a full-time non-executive director (NED) may not be practical. Fractional and interim NEDs offer a flexible alternative — bringing governance, strategy and investor confidence without the long-term cost. This article explores why demand for part-time NEDs is rising, how they work in practice, and when boards should consider them.

M&A and investment decisions can define the future of a company. Boards need non-executive directors (NEDs) who bring experience in capital raising, private equity and corporate deals. This article sets out how to identify NED candidates with investment and M&A expertise, why they matter, and what boards should expect from them.