GSM Towers is a Norwegian Tower Supplier Founded in 2012. The company offers its own optimized designs for towers, capacity control of existing structures, and energy solutions. With a future oriented mentality GSM Towers emphasize the importance of high quality, innovative thinking and engineering development. GSM Towers operate in Asia, Africa and Europe with offices in Myanmar, China and Burkina Faso. The company headquarters lie in Sandefjord, Norway.
My Services included support with material sourcing, trial testing and report, quality assurance inspections and design optimization support. One particular project was the support in design, manufacturing and trial testing and preparation of the “Tower shield installation guide” for the Tower shield product exclusively supplied by GSM towers. The Tower Shield is designed by GSM Towers and produced in China. This product is an added value to TowerCo’s by making it easier to increase tenancy ratio and facilitate location sharing on existing towers at a low cost.
Relocated outside of Norway but continued providing full time consultancy to the Jarlsø Group.
As Sales & Bid Manager I take ownership of the end-to-end bid procedures and lead the bid team in preparing potentially winning bids. Responsibilities include introduction and implementation of all necessary bid procedures and processes. I review the commercial aspects of the bid and ensure all services are included in the final price to the customer. I prepare the written proposal - both in terms of content and presentation and I ensure timely delivery of compliant and commercially sound bids to all clients.
Jarlsø Group is fully owned by Jacobsen Elektro Holding AS. Jarlsø Group presently consists of 6 companies. The main office, Jarlso AS is located in Norway. The rest are located in Kenya, Tanzania, Ghana, DRC & Uganda.
Starting At start of 2016 I was in China witnessing trial of chain-link fence and more importantly tasked with the preparation of a comprehensive installation manual for the specified fence. During the same year I supported with the sorting and proper deployment to site of the towers for the DTV project in Zimbabwe, consisting of 15 self-supported towers at a height of 112m.
Jarlsø Group has long traditions within the telecom sector, particularly in the development, production and supply of towers. Operations are managed through fully owned local subsidiaries supported from the head quarter in Norway. Jarlsø Group is fully owned by Jacobsen Elektro Holding AS. The Group presently consists of Jarlsø Telecom Solution Norway, Jarlsø Telecom Solution Kenya, Jarlsø Telecom Solution Tanzania and Jarlsø Telecom Solution DRC.
As Sales & Bid Manager for Jarlso Group I take ownership of the end-to-end bid procedures and lead the bid team in preparing potentially winning bids. Responsibilities include introduction and implementation of all necessary bid procedures and processes. I review the commercial aspects of the bid and ensure all services are included in the final price to the customer. I prepare the written proposal - both in terms of content and presentation and I ensure timely delivery of compliant and commercially sound bids to all clients.
My knowhow of telecom sites and equipment allows me to understand with ease most specification and therefore I have a key role assisting in designs and sourcing of goods. In addition to all sales/bid activities and final contract negotiations, I have active involvement in business plan and sales strategy development. I actively support the whole group on project start-ups and bid response. Occasionally I am deployed on special projects such as surveying and strengthening of a radar tower in Portugal.
My diversified skill set, combined with a thorough understanding of raw materials and tower assembly, enables me to actively support tower development, design, trial assembly, fabrication and delivery. During 2011 I was given the task to complete and implement a trial assemble procedure for telecom towers at our partner’s manufacturing plant in China. During 2012 I was back in China re-evaluating our network of suppliers and negotiating prices with two additional tower and monopole manufacturers.
Amongst sales trips to the Middle East, during 2013 I undertook additional tasks within Africa. I travelled to Zambia were I was responsible to proper document and sort towers for Huawei, and I have been in Mozambique to support major clients with understanding packing documents and with proper assembly of supplied towers. During the same year, I was at factories in China witnessing trial of palisade fence, preparing procedures for the proper inspection and supervising the implementation of such procedures on a large volume palisade fence order. In China I was responsible with documenting the loading of towers onto delivery trolleys and subsequently loading the same inside shipping containers. I prepared detailed documents clearly indicating the process of inspection and loadings with the purpose of using such as sales and marketing tools.
During 2014 & 2015 provided continued support with product development. In Zambia, Zimbabwe, Mozambique & Congo I provided in country assistance for material sorting, installation, tower assembly.
During 2009 I was commissioned to work for NSN by Milestone Telecom Partners, a professional, strong and reputable agent known for the provision of professional consultants to the telecom industry. I was requested to join NSN as a consultant and take over the position of civil works manager for Dubai region within the Du project mainly to bring the CW process up to speed.
My mandate was challenging to say the least, but doable. I was to bring the construction back up to speed, restore proper communication with client’s CW manager counterpart and coordinate site acquisition and TI teams in development of site designs. I was to keep record of variation order, operate within budget, co-ordinate the distribution of rapid deployment sites and manage subcontractors and NSN supervisors. Accountable to populate reports, report at meeting both internally and towards the client. Responsible to organize site survey; inspect selected sites and assist on problematic issues related to site construction.
Within a day or so I discovered that the completed delivered product, a regular monopole site, was being built in an average period of 60 days, 50 of which attributed to civil works. This extended period was mainly due to lack of planning and due to the usual excuses or reasons such as BOM not agreed, no PO to contractor, no drawings approval, no permit and so on. I knew I had to get thing moving and I was determined to get sites rolling out fast.
I unified all departments and managed to get around 25 site drawings fully accepted internally and by the client within a months’ time. This was generally achieved within six months mainly due to excessive time consumption on minor revisions and extreme lack of follow-up. Increase in approvals of such designs keep on the rise during the following months.
In close co-operation with the finance team and with the support of my project manager, effectively managed to issue the majority of PO’s to contractors ahead of start-up. PO & approved design combination prior start-up was well received by contractor since compliance to these milestone had been previously put a side. Upon sorting out all other formalities, my contractors stood no chance against my unrelenting, never resting working pace.
Next step was bringing my team of supervisor to understand my methodology. I had to be sure my eyes on the field were looking in the same way I would. I understood that most problems, as always started form lack of proper technical site survey and reporting of the survey itself. I had in previous years conducted a site supervisor training course and after some adjustment I conducted a downsized version of the same course. The training, several un-announced site visits and constant follow-up brought the team to acceptable operating level.
On the third month of my engagement, my department achieving fully completed monopole GF sites within an average of 20 days, best being down to 16 days. We managed to complete the most number of sites per month when compared to records from the previous 2 years. I achieved a high level of praise and trust from my client’s counterpart and superiors. The timeframe for client’s weekly meeting was also reduced due to the harmonization of site construction works.
Basically, I managed to optimize construction methodology and significantly reduce the construction timeline. Managed and planed activities for team of supervisors and electrical engineers and was physically on site when professional advice to partners or supervision was required. I streamlined design internal approvals and subsequently follow-ups/approvals by customer.
Reime NIS is an entrepreneurial partner to telecom operators and technology vendors. The Group serves markets in Africa with skills, services and products. At the time of my engagement, the group comprised of 9 companies with operations in Africa and Asia and a company producing towers located in Norway. The group employed around 200 people.
As operations manager, I made sure business operations were always efficient in terms of using as few resources as needed, and effective in terms of meeting customer requirements. I was also part of the executive bid team in preparing bids and assisting in commercial response under the direct command of the companies COO Mr. Roar Berg. My tasks included the evaluation and auditing of operational aspects in existing projects. I assisted with civil works, rollout and site acceptance for subsidiaries in Ghana, Uganda, Nigeria and Ivory Coast. I provided support and assisted project start-up teams and provided training to subcontractors. I mobilized to problematic project or site specific issue to provide professional supervision and management.
During 2006 Reime Group acquired partial rights to a fully integrated project management tool and asset database for mobile networks. ProMaSys Telecom ® is intended to plan, track, and report and records every detail of your network rollout, then monitor and maintains every as-built asset in the network. I was given the mandate to train under the developer of ProMaSys Mr. Christopher Serjeant in order to be efficient in the customization and implementation according to the specific needs of our subsidiaries. During the following months, I created a ProMaSys User Guide, performed training sessions, customized and successfully installed locally the database for Reime Ghana, Reime Indonesia, Reime Kenya and Reime Nigeria. In addition, I provided continued support and optimization all along the continuation of my employment.
During 2007 Jarlso AS, A subsidiary of Reime NIS launched a new product called Jarlso Quick site. This RDU “Rapid deployment unit” can be used both as temporary or permanent solution, with heights up to 50m without the need of underground foundation. I was deployed to Kenya for the prototype erection of the Quick site with the mandate of making sure any NC issues are reported back to factory, prepare a simple but comprehensive Quick site user guide and fully complete the assembly of the prototype site itself.
2008 landed me the task to prepare a training program for site supervisors, perform site training, evaluate and give proof of attendance to all successful candidates. By putting to use my experience gained as site supervisor and project manager I compiled the site supervisor training course, including case studies and a comprehensive multiple choice exam paper. I performed training as a lecture format in subsidiaries, specifically Reime Ghana, Reime Uganda and Reime Cote d’Ivoire. Feedback received back from attending supervisors was to say the least, inspiring.
In addition to specified task, along the duration of my engagement I actively supported the re-structuring of Reime Ghana under the command of Rune Karlsen MD of Reime Kenya and Geir Olsen MD of Reime Ghana. On a more hands-on-approach, I had the pleasure and privilege to closely work with Mr. Colin Roud on his first assignment as civil works manager who he mastered and subsequently directly played a key role in the success of his managed project. I deployed to Uganda primarily to strengthen the relationship with Ericsson and to increase the level of quality of site services. I was assigned the task of bring a number of sites, deemed unacceptable to an acceptable level. Task that I fulfilled in six week, proven by the full acceptance of the end client and the request to use these sites as the expected standard for further site delivery.
In the midst of 2004 Reime Ghana had grown to a company employing over 40 people and running two full turnkey projects, one with Ghana Telecom and another with Scancom (MTN). Beginning 2005 I was given the position of project manager for the Ghana telecom project, a project that had been going at full swing for the past 8 months. The scope included site acquisition, supply of towers, civil works, telecom installation and transportation.
The motivation and level of experience of the project team made easy the fulfilment of the contract obligation. I was determined to ensure existing plans are put into operation and oversee processes in order to meet customer needs. I had the full responsibility to plan and manage internal and external resources and ensure customer satisfaction with delivery and implementation services. I acted as the primary project interface to the customer ensuring good customer satisfaction and developing the customer relationship. I had the profit and loss responsibility for the project.
I handled personally the supervision on a small number of selected high priority sites and randomly performed site inspections on other sites managed by my team of supervisors. I put all procedures in place for the fast track of preliminary and final inspections by end client in order to secure prompt payments.
During my time as project manager I managed with the help of my team the full completion of over 50 sites. In addition surveyed 80 new sites, performed around 35 preliminary acceptance tests for previously constructed sites and 50 for the newly completed, subsequently all with issued PAC by Ghana Telecom.
Beginning 2004, Reime Ghana secured a contract with Alcatel-Lucent for the swap of Motorola equipment within the Ghana telecom project. At the same time, I was promoted to Project Manager with end to end responsibility of the project in question. Since the contract and price had been already agreed, I was left with the almost impossible task to get local contractors working within extremely low prices. I successfully managed to contract the works, provide training to contractors, and perform equipment swap and commissioning.
After the successfully surveying, installation and swap of around 60 sites, I reported to the executive board of Reime NIS that to the eyes of the client the project was a success and that the client was extremely satisfied with the quality and precision of works done. In my report I recommended to the board to undergo re-negotiation of prices if we are to have a profitable business case. After providing the board with a detailed analysis they mobilized to Ghana in order to try and re negotiate prices primarily with local contractors. This was to no avail since the contractors had already reached a state of refusing works due to low prices... similar Negotiations with the client failed and the contract had to be terminated.
Co-operation with Alcatel remained strong since I made sure all our selected contractors would be presented to Alcatel before termination of the Reime/Alcatel contract.
Incorporated in 1999, Reime Ghana is a subsidiary of Reime NIS. Reime Ghana has been the partner to all the six major network operators providing skills, services and products.
During 2004 I served as Telecom Site Supervisor for Reime Ghana with the purpose to work on the Ghana telecom project. As the project with Ghana telecom was at the early stage, I was given added tasks such as technical site surveys, telecom installations, contractor evaluation, recruitment of personnel and special projects. During this period I successfully surveyed and sketched an existing 60m tower, dismantled and erected the same at another location. I surveyed 3 existing towers and personally fabricated and installed the steel contraption located at the top to enable each tower being extended.
In addition to TSS on new sites, I surveyed 19 Ghana telecom PSTN exchanges located nationwide with the intent to provide detail information for RF/TX installations. In collaboration with local contractors and client I was responsible for providing the first GSM coverage for Ghana Telecom in Bolgatanga and WA.
Upon the first sites being completed, the demands for addition payment due to site variations by the contractors had become overwhelming. This situation, in combination with the clients well justified non-acceptance of completed non pre-approved services was significantly jeopardizing the total profitability of Reime Philippines.
I was promoted to this position with the mandate to relieve project and regional managers from all commercial related site issues, take full control of contractual obligations, secure incoming payments and keep expenditure to a minimum. During my time I streamline variation orders, arrange pre approval of all works and approved the issuance of order/payment to our site contractors. With the intent of securing client approval, I prepared detailed price calculation reports prior commencement of site construction works, specific to every single site. In few cases, I attended site visits together with clients to get pre approval for expensive items such as manual hauling of equipment, usage of barges and demolition of existing building. At the same time, I managed to get most of the unapproved variation works, accepted and fully paid by the client.
As the workload increased, I evaluated additional contractors and equipment providers, subsequently bringing the reliable once to a contract agreement for site construction services.
In addition to this always demanding position, I was also kept responsibly to manage priority or problematic sites. I was deployed to perform technical site surveys at remote locations such as Amanpulo Island. I assisted by personally guiding site teams on the fast completion of tower erection on several sites in Batangas, Sorsogon, Iloilo and Palawan.
Incorporated in 2002, Reime Philippines was a subsidiary of Reime NIS established to honour a full turnkey contact towards Ericsson for the Globe Telecom Phase 9 project. Beginning 2003, Reime Philippines set its offices in Manila aiming to providing skills, services and products for the following 2 years.
January 2003 I was offered a position of Regional Construction Manager for the South Luzon region with the mandate to take full control and ownership of all construction works, cost, forecasts and reporting on an initial estimated scope of 75 new sites. Being part of the initial team, I was instrumental in development of managers and evaluation of construction department staff, including recruiting, training, developing, and coaching. In collaboration with the second regional construction manager, we made use of pre-selected local contractors and started technical surveys on an estimated 160 site search rings from Ericsson. We complete all surveys and Technical Site Survey Reports within a month’s time and all site designs within the following month.
At initial construction stage, I had to be sure the team would perform at optimal level during the project peak so I took charge of the first sites with the intent to understand the level of experience amongst my supervisors and to set a certain standard on quality, follow-up and reporting.
Upon first payment milestones, both by client and to contractors, it became evident that the company was in for a challenge in receiving/ performing payments. Due to my experience in accurately preparing bill of materials, quantity surveying and cost calculation, I was promoted to Price and Bid Manager. I was still to keep a supporting role, manage priority or problematic sites and survey peculiar locations.
Following the successful delivery of sites during the previous years, WWI continued the relationship with Reime Adria d.o.o. by giving additional sites to be constructed during 2002. In the previous year, connection of sites to the power grid was managed by WWI which resulted in most Greenfield sites running on generators for several months. Apart from the construction of new sites and the task to connect the new sites to the grid, Reime was allocated the task to connect as many sites as possibility from the previous year 2001 to the main power grid.
I was re-deployed to Slovenia with the mandate to connect sites to the grid and remove the generators in order to safeguard the environment and reduce OPEX. I was responsible to negotiate prices with local contractors and suppliers for electrical services and equipment. In collaboration with site acquisition manager, I was in touch with land owners to facilitate the lease in order to run power cable underground through their property.
This task demanded I be constantly flexible and extremely patient due to the fact that most un-connected sites needed the cable to be run via several properties, mostly in access of 5 owners. As happens in such projects, you would have surrounding neighbours annoyed as they felt stepped over by not being chosen as candidates for the main site lease. The same felt they should be extreme well compensated before consenting to power cables passing within their property. In most cases we had to double the cable length in order to avoid certain properties, reduce cost and reach the desired site.
During the 8 month period, I successfully supplied permanent power on 28 out of 37 sites. In addition I supplied permanent power connection on all new Greenfield sites constructed during 2002. Occasionally I tackled site supervision and telecom installation on few selected sites within Ljubljana, mostly to keep in shape and to keep in line with changing trends.
Definitely a challenging and time consuming endeavour, but I feel this made me broaden my understanding of site acquisition services, enabling me to better communicate with owners for years to come.
During 2001, Reime NIS set eyes on the Nigerian market with intent to incorporate business operation in country and slowly started a process of prequalification towards MTN Nigeria Communications Ltd.
Beginning 2002 I was given a contract as construction supervisor with the primary intent to fully manage five sites as part of the pre-qualification process with MTN. Being member of a small selected team we initially set up shop in Lagos within a basic accommodation that served also as an office. I had the responsibility to survey the sites mostly located in Oyo State and oversee the development of site designs.
During my time, I familiarized myself with MTN specifications and visited several existing sites in order to prepare myself for the upcoming construction. I evaluated local contractor prices and assisted my superiors in contract negations with both client and contractors. I conducted the site survey, produced reports and got the designs accepted by the client. In addition, I meet the client on weekly bases trying to fast track the process of pre-qualification but mostly the start-up of construction.
We waited almost 2 months for the notice to start works but unfortunately we were served with the notice to hold construction start until future instruction, mainly due to unavailability of free issue towers and equipment. At the time, Reime decided to demobilize from Nigeria for an indefinite time. 3 months later, Reime deployed back to Nigeria and continued to expand its business. After a slow start during 2002, Reime’s business with MTN picked up momentum and Reime West Africa, Nigeria was formally incorporated January 2003.
Pursuant to a DCS 1800 MHz concession awarded to Western Wireless International by the Government of Slovenia on 16th November 2000, preparations were implemented to erect a fully-fledged operational commercial GSM 1800 mobile network, including platforms for standard GSM services in Slovenia. Reime NIS was awarded a contract to conduct site acquisition services, construction design services, construction services, logistic services, material supply and permitting services for the turn-key deployment build program. This contract and the consecutive extensions of this contract was the deciding factor for Reime NIS to incorporate Reime Adria d.o.o., as a fully owned subsidiary in Slovenia with its head office located in Ljubljana.
Mid 2001 I accepted a position as site supervisor for Reime Adria d.o.o with the mandate to manage end-to-end a number of sites. Apart from the usual supervision and reporting, I performed technical site surveys, prepared estimates and inspected site designs prior commencement of work. I personally compiled the picking list for all site materials and managed the delivery of equipment to my pool of sites. Installed & tested RF/TX on few selected sites and guided local contractors in order to reach uniformity on all my other sites. I prepared the as built documentation and final cost evaluation. I assisted my colleagues with RF installation on problematic sites such as churches, power stations and chimneys.
The excellent combination of contractors, colleagues, client and the management of Reime Adria made it possible to deliver the optimal site solution on all sites. With regards to civil construction and tower erection I feel this project was instrumental in my expansion of experience and knowledge due to diversity of tasks and site types.
Siemens Atea Belgium in late 2000 chose Reime NIS as their partner after having successfully closed an agreement with Safaricom Kenya Limited, for the supply, installation and commissioning of a GSM 900/1800 network in the country. Reime Kenya was incorporated in August 2000 and is presently a well-functioning business unit.
During the project in Malta, Reime offered me a position as quality assurance manager in the newly established Reime Kenya Ltd. Beginning February 2001 I relocated with the primary mandate to visit and correct a large selection of snags on the first batch of constructed sites. In addition, I was given a diversified set of tasks such as RF/TX installations, grounding improvements, civil works, supervision, tower erection and landscaping.
Together with my college and good friend, we handpicked a number of motivated locals with no telecom experience, specifically with the intent to train in RF/TX installation works. Within a week the team was moving at good pace and successfully optimizing the telecom part on most sites. The team delivered high quality installation and equipment swap on several sites nationwide for the coming months.
I consider this project placement as a significant milestone in my telecom carrier. I feel I learned so much from the mistakes of others.
It is amazing how good one can become when knowing exactly what mistakes to avoid on sites.
In 1999, the second mobile communications license was issued in Malta to Mobisle Communications Limited, at the time a subsidiary of Maltacom PLC. Mobisle planned to launch its GSM1800 network branded as GO Mobile In late 2000. During 1999 GO mobile started looking at the local and international assets in order to generate its own team of professionals.
My mandate was to assist in the initial stage of site hunting, design and permitting for over 120 site locations and subsequently move on to supervision of site construction and future preventive maintenance. During my time, I organized working at height training of personnel with a company in UK under the IRATA system and I was the first to attend the IRATA training in Wales where I was granted an immediate entry to level two due to my knowhow and experience in working at heights. I was also responsible to source and purchased Fall-Arrest Equipment and PPE for the whole group.
Upon commencement, I was allocated 25% of the total sites to be constructed and given the task to deliver these sites according to design, specs and budget. The job was commissioned to two main contractors Reime NIS and Nortel networks which I was to manage, supervise and assist on my pool of sites. In addition, I have been asked to do installation in specific locations such as a wooden telecom tower or problematic tower locations.
Go mobile opted to launch the network only when significant nationwide coverage was achieved. In December 2000, 5 months after construction started, GO launched with around 120 sites.
After a period of 5 years in procurement, supply of construction materials, operating heavy machinery and execution of high angle works I was offered a position with this telecom operator in Malta. Apart for being the first mobile telephony operator, Vodafone Malta PLC was at the initial phase of introducing its GSM900 network. Short/long term plans required additional workforce and it was the group’s decision to employ its own teams rather than sub contracting the works.
Primarily my mandate was only to install equipment on towers and rooftop sites but after a short while and some training I was able to perform a variety of tasks such as alignment and installation of Ericsson mini-link, installation & commissioning of Siemens base stations and other technical services related to GSM sites.
I was able to reach a high level of knowledge when it comes to proper and well performed installation, due to diversified site types. Locations comprised of churches, water towers, rooftops, steel towers, chimneys, lighthouses, hotel and hospitals. Vodafone operated with a philosophy of zero tolerance on mistakes, non safety conformance and unsystematic workmanship. Subsequently all installation were meticulously inspected by local and international auditors. I must say this was a perfect scenario to understand telecom installations and evolve further my own techniques.
This job position, the combination of an exceptional group of colleagues and a professional management team gave me a good start in the telecom industry particularly when it comes to installing, moving, modifying telecom and related equipment, working safely at heights, public relations, safety standards and procedures. During my engagement, I performed work on a BSC, around 15 existing and 50 new GSM sites.
