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.

Using the Friis/FSPL framework, we compare GEO, LEO and VLEO to show why very-low altitudes unlock satellite-to-phone and efficient backhaul. We walk through dB-level examples, highlight real-world losses, and map the board-level trade-offs in power, antennas and spectrum.

In September 2025, SpaceX sought FCC approval for 15,000 VLEO satellites, leveraging its recently acquired EchoStar MSS/AWS-4 & H-block spectrum. This blog traces the deal details, the regulatory filing and timelines, and what MNOs must consider on roaming, device band support, and spectrum sharing.

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.

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.

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.

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.