ALLPOINTS FIBRE NETWORKS which would underpin the delivery of national connectivity to its partners. This involved streamlining or setting up new processes and controls and automating areas of large volume transactions.
Furthermore, the business revised its operating model and the skillsets required to deliver on its strategic objectives, determining the areas of expertise to be outsourced and establishing partnerships with the companies which were aligned to APFN’ s vision and goals.
Notwithstanding the above, every change starts with the“ hearts and minds” and, for both Stuart and Natalia, getting the people aspect of transformation right has been critical for success.
Stuart notes:“ Anybody embarking on a similar integration must acknowledge the people element of the transformation.”
Both the procurement and finance functions in the newly established wholesale business inherited teams from the legacy businesses.
Natalia states:“ We had great talent in the teams which needed to be aligned with our new business challenges. Very quickly, we had to ensure that the functions were fit for the future and work with the teams to establish what role each of them would play in this new world.”
Stuart adds:“ The business had evolved from the start-up phase of the legacy companies to the more mature scale up
allpointsfibre. com 11