Complex ownership webs thrive on opacity. Bridge Connect outlines how boards, investors, and regulators can identify and unwind Breton Pulley structures through structural audits, graph mapping, and enhanced disclosure — turning transparency from a compliance exercise into a governance advantage.

Circular ownership doesn’t just shift control; it manufactures leverage. By recycling dividends and equity across interlinked entities, Breton Pulley structures inflate value and disguise risk. Bridge Connect exposes how this financial alchemy mirrors modern balance-sheet illusions and what boards can do to uncover true exposure.

Corporate structures can create control without capital. The “Breton Pulley” — a circular ownership loop made famous by the Bolloré Group — reveals how companies can appear publicly owned while remaining tightly controlled. Bridge Connect examines how these mechanisms distort transparency, valuation, and governance integrity.

The United States still has vast operational regions with weak or no coverage - energy fields, mining zones, agricultural belts, tribal lands and logistics corridors. High-altitude platforms (HAPS) are returning as a strategic, low-latency communication layer ideally suited for these frontier environments. This article explains the economic, technical and policy forces driving renewed interest in HAPS, and where the technology delivers the greatest operational value.

Telecom, ICT and defence-tech firms face unique exposure to geopolitical, regulatory and supply-chain risk. China+1 is no longer optional: it is a governance standard. Distributed manufacturing, multi-node sourcing and compliance-driven supply-chain design are becoming competitive differentiators.

Global manufacturing is shifting into a distributed, multi-node model. Vietnam, India, Thailand and Mexico are securing the largest flows of China+1 investment, offering cost, risk and regulatory advantages. But upstream dependencies remain firmly China-centric.

China+1 is no longer a low-level supply-chain adjustment. It has become a structural redesign of global manufacturing, driven by risk mitigation, regulatory pressure and strategic resilience. Boards must treat China+1 as an operating-model shift, not a contingency.

Reaching TRL 9 isn’t the end of innovation — it’s the beginning of adoption. Bridge Connect explores how integration, commercialisation and resilience frameworks ensure that proven technologies achieve scalable, sustainable value across telecoms and critical infrastructure.

Bridge Connect explores how to turn Technology Readiness Levels into a risk management system. Learn how TRLs help executives and investors align capital, governance and delivery across complex technology lifecycles — reducing uncertainty from concept to operational deployment.

Technology Readiness Levels (TRLs) provide a universal framework for assessing innovation maturity. This Bridge Connect analysis explains how TRLs guide boards, investors and policymakers in aligning strategy, funding and governance with technological reality — transforming innovation management into measurable risk intelligence.

Non-executive directors are entering a new era of digital oversight. This guide explores how NEDs can lead from the boardroom by understanding digital infrastructure, bridging the tech-business divide, and strengthening cybersecurity and compliance. With rapid technological change redefining governance, directors who adapt today will shape resilient, forward-looking organisations prepared to thrive in the evolving digital economy.

Most telecom supply chains still hide where hardware and software originate. Digital provenance changes that, creating verified digital records that trace every step from factory to deployment. By integrating blockchain, encryption, and transparent ledgers, telecom operators can expose hidden risks, meet compliance standards, and strengthen trust across partners — ensuring equipment authenticity and long-term network reliability.

The rapid rise of AI in defence and national security is reshaping strategic priorities at an unprecedented pace. Yet, the ethical challenges tied to this technology are far from straightforward, raising questions that boards and policymakers can no longer afford to ignore. As telecoms and infrastructure advisors, Bridge Connect examines how governance frameworks must evolve to balance innovation with responsibility in this critical domain. The Ethical Landscape of AI in Defe

Extreme weather events are no longer rare disruptions—they are testing the resilience of critical infrastructure and ICT systems worldwide. Boards must recognise how climate risks intersect with digital and physical assets to protect operations and investments. As telecoms and infrastructure advisors, Bridge Connect examines how integrating climate resilience into ICT and critical national infrastructure risk frameworks shapes strategic decision-making at the highest level. U

As technology disruption reshapes every sector, boards increasingly seek non-executive directors (NEDs) who bring digital fluency. A technology-savvy NED can bridge the gap between governance and innovation, offering critical oversight on cyber risks, AI adoption, and infrastructure resilience. This blog explores the qualities boards prioritise when appointing a digital NED and why such appointments have become boardroom essentials.

Choosing the right non-executive director (NED) has never been more critical. In 2026, boards face technology disruption, investor scrutiny, and geopolitical complexity. This article outlines how to approach the NED search strategically, what qualities to prioritise, the interview questions that reveal true value, and the red flags to avoid. A must-read for any board beginning its NED appointment process.

Appointing a non-executive director (NED) requires investment, but the returns can be significant. This article explores the typical cost of hiring a NED, how remuneration varies across sectors and geographies, and why boards and investors see real value when the right NED is in place.

Finding the right non-executive director (NED) is a critical step for any board. This article explains the main routes to sourcing NED candidates, from executive search firms to investor networks, and highlights the pros and cons of each approach.

Board agendas are being reshaped by three forces: ESG, cybersecurity and AI. Non-executive directors (NEDs) must now demonstrate literacy in these areas to retain investor confidence and regulatory credibility. This article explores why these skills are essential, how boards assess them, and what future-ready NEDs look like.

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.