Independent, senior-led advice for telecom operators, infrastructure providers and the investors behind them, on the decisions that carry the most capital.
What we do
Positioning, network investment and portfolio decisions for operators facing cloudification, AI traffic growth and hyperscaler pressure. We work on the strategy and on the operating model that has to deliver it.
Telecom StrategyIndependent, sector-specialist support across the full transaction: rationale, readiness, valuation input, and the execution risk nobody wants to raise. Buy-side and sell-side.
M&A AdvisorySector screening and commercial due diligence before the deal, value creation and exit readiness after it. An operator's read on whether the investment thesis survives contact with the business.
Private Equity SupportMarket sizing, competitive dynamics, pricing and policy outlook, scoped to one strategic question rather than sold as a generic report. Standalone, or built into a wider mandate.
Market IntelligenceWhy Capvion
You work with the people who did the work, not a team assembled around a proposal.
Built inside a private equity backed global connectivity business, so the advice accounts for what actually happens after the board approves it.
Telecom and digital infrastructure only. We start from how the market works rather than from a framework.
Every engagement ends with a decision someone can defend to a board.
The experience behind the advice
Capvion is led by Sander Barens, whose executive career was spent inside a private equity backed global connectivity business operating across EMEA, the Americas and APAC. That work included M&A strategy and post-merger integration, a supplier partner ecosystem grown past three thousand partners, and a platform that unified sales, delivery and finance from bid to bill.
It is the difference between advising on a value creation plan and having been accountable for one.
What an engagement looks like
A shortlist of assets against a stated thesis, with the reasons the obvious candidates were left out.
Alongside your deal team. Market, position, and the two or three assumptions the model is actually resting on.
Positioning, investment priorities and the operating model changes required to deliver them.
Scoped to one question, priced before it starts.
Latest from Capvion Insights
Capacity, Clarity, Consumption. The Three C's of AI Adoption.
The industry solved the capacity problem and then kept building. The constraint has moved one layer up, into helping enterprises choose between fragmented providers and actually consume what they have bought. As happened in telecom and in cloud, the enduring value settles in the consumption layer rather than in the infrastructure.
Read the paperWhy Enterprise Technology Is Starting to Feel Like Dinner at My House.
Most technology failures are not bad decisions. They are many reasonable decisions pulling in different directions, with nobody accountable for the whole. The fix is a single owner, and an organisation that rewards saying no as readily as it rewards saying yes.
Read the paperWhy the Workforce, Not the Model, Decides Whether Enterprise AI Pays Off.
Enterprise AI returns are decided by the workforce rather than the model. The scarce resource is not the AI engineer, it is the business expert who knows when AI is right and when it only sounds right. That makes adoption a talent and operating model problem, not a procurement one.
Read the paperA thirty minute call is usually enough to tell whether we are the right people for it.
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