ISE: Ripple has grown from a startup into a multistate operator. What are the top operational improvements that allowed the company to expand at that pace?

Greg Wilson: Capital discipline is the foundation. Every dollar spent needs to ultimately convert to passings and subscribers. The build engine has proved to be just as important. This all starts with our government affairs team, who liaise with the cities and counties in which the homes we intend to serve are located. This determines the speed that we can run our construction in different markets. We also constantly assess which business functions should be regionalized versus centralized in our Charlotte, North Carolina office.

We’ve refined our construction process and vendor coordination to the point that we can deploy fiber in multiple states at once, without depleting resources. Planning and engineering are where that efficiency begins. During that stage, we’re modeling construction cost and sequencing, so we’re not solving problems mid-build. None of those elements work without strong municipal relationships. Securing permits and having agreements move quickly is greatly influenced by the trust we build with local officials, and that trust is something you have to earn every time, in every new market.

Additionally, we have made sure that we simplify our quality assurance to where we can measure a user's actual experience and the real quality of the network rather than qualifying the periphery.

ISE: What are the most important factors Ripple considers when selecting a market for a greenfield fiber build? How have data and technology changed that decision-making process?

Wilson: For a greenfield fiber build, we will look at key factors, such as underlying demand density, existing broadband quality in the area, and the permitting process specific to that area. When planning our network as a whole, we target unserved and underserved markets, often in suburban areas near larger cities. Data has driven all our decisions here. We use our patented, proprietary machine learning platform that allows us to dynamically select build areas and adapt to market and competitive pressure in real time.

ISE: You spent most of your telecommunications career in South Africa before founding Ripple. How has that experience influenced your approach to deployment in the United States? 

Wilson: In South Africa, we are very used to solving problems ourselves. Nobody else is going to step in, so we have a very much get-it-done attitude. We see paths where others see blockades, and this has manifested in the teams that we build and how we coach and motivate our teams.

ISE: Ripple acquired CloudWyze’s fiber assets and customers; acquired BridgeNET’s assets, employed its team and named BridgeNET founder Taylor Brown managing director of its Statesville network; and merged with HyperFiber after the companies had already been operating together. What are the most important operational lessons Ripple learned from these different structures?

Wilson: Every deal comes with its own nuances and lessons. It’s essential to match the approach to how much operating knowledge is walking in the door with the deal. You’ve got to be quick to identify key players that can help lead the initiatives that make or break the deal’s success, and quick to understand the capacity your new structure has or is lacking. Then adjust accordingly. One huge learning is that you should integrate the teams as quickly as possible. We also learned how to strategically fold new customer bases into our existing operation, ensuring those customers don’t feel the transition themselves.

ISE: When bringing another network operation into Ripple, what are the most important technical areas to evaluate and standardize? How do plant records, network architecture, equipment and unfinished construction affect those decisions?

Wilson: We have focused on only purchasing clean fiber networks, i.e., no wireless or copper/cable. A simple product catalog, and one that is well-priced, is important. If you need to increase pricing to match your own product catalog, that is a red flag, as you will have attrition in subscribers. The OEM that has been used is an important consideration. Going in and replacing the OEM is very expensive and disruptive. The network must have been built well to ensure that the quality of service to subscribers will be good, and the network will not spiral your maintenance costs.

ISE: What are Ripple’s top operational priorities during the first 100 or so days of an integration? How do you sequence customer systems, network systems and field operations to minimize disruption?

Wilson: The first 100 days are crucial and demanding. Data syncing starts early. We need accurate build records and customer data. At the same time, we’re aligning, planning and engineering, comparing the acquired network’s architecture and process standards to ours. This gives us an understanding of what needs adjusting and what can remain as is, which results in best practices and realistic expectations, market by market. We’re also meeting with local officials to ensure they know who we are and our plans for their community, while integrating into the market to understand residents’ needs. This is all while maintaining communication with employees, vendors, and customers. People need to know what’s changing and when, and clear, consistent communication can shape whether an integration is smooth or disruptive.

ISE: Which operating measures provide the clearest picture of whether an integration has succeeded? What have those measures taught you?

Wilson: Churn and customer growth are two key metrics we analyze to measure how seamless the transition is, from a customer perspective. That goes for existing subscribers and those transitioning over to our network, as it’s imperative to not shift all attention over to the integration. Our teams must adapt to maintaining a high level of customer care across the board.

ISE: Ripple’s growth has created a workforce spread across multiple states and brought established teams into the company through transactions. What strategies do you use to build a common culture without losing local knowledge?

Wilson: While every market may not have an identical team structure, we are intentional when selecting local leadership and supporting roles to ensure the market is served with both industry expertise and local knowledge. Whether we’re hiring additional talent or introducing company standards to acquired team members, we must provide detailed onboarding and promote cultural integration. One of the things that has worked well for us is an all-hands town hall where anyone can ask a question. This approach gives those employees confidence in our processes and helps them feel welcomed by existing team members. The culture itself gets built through transparent communication, employee empowerment, and a shared mission, vision, and values.

ISE: What is the most important operating or leadership lesson you have learned over the past year?

Wilson: You can't hand off decision making and responsibility quickly enough to your leadership team.

ISE: What is your favorite part of your job, and what is your least favorite?

Wilson: My favorite part of my job is seeing a team come together and collaborate, build friendships and become a very strong unit! My least favorite part of the job is not being able to live up to a commitment I have made.

As Founder and Chief Executive Officer at Ripple Fiber, Greg Wilson has over 20 years of telecommunications and business development experience.

With an impressive entrepreneurial track record, he has the ability to identify business opportunities and validate business models. His ability to solve complex problems and build capable teams ensures his businesses deliver exceptional results.

Wilson has built multiple telecom infrastructure and software services companies, most recently establishing Ripple Fiber as an industry-disrupting fiber internet provider headquartered in Charlotte, North Carolina. His strong leadership and passion for fiber technology inspire the Ripple Fiber team to bring to life his vision for the future of telecommunications.

For more information, visit ripplefiber.com. Follow Ripple Fiber on LinkedIn, Facebook and X @RippleFiber.

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