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I mean, I had a cable bill and a landline bill, um, and you know, a few other things, but then, you know, at some point I wanted to get rid of the landline.

I switched over to Vonage, if you remember Vonage and then Vonage ported out my number to somewhere and couldn't get it back.

So I just canceled and I haven't had a home phone ever since then.

But back early on in the early development of the Internet, you had to figure out a way to get online.

The European kit vendors have struggled to have the impact they wanted to have there.

And, you know, it's a bit like the Vonage story, isn't it? Which I know Per Narvinger got asked about on the call.

He got asked about Vonage and what his thoughts were.

Because that bit now, because of this restructuring, Vonage is now very exposed.

You'll be able to see how it's doing more clearly, which it was until a couple of quarters ago anyway.

They used to break it out and then they stopped breaking it out.

Well, now you're just going to because that's all that's kind of left, I think.

And he said there needs to be some work on the cost side of Vonage.

Of course, I'm your host Rachel Moore, here at the floor at Content Marketing World.

I am standing next to Amy Fair of Vonage.

Amy, welcome to the podcast.

Welcome to my microphones.

And so we're able to kinda land these kinda large deals, uh, through that, uh, from that.

We are not a, a churn and burn shop of, you know- Competing with Comcast or Vonage or something like that.

It's, it's more of a customized solution.

And so once during diligence I got to learn more about the family business, uh, it gave me a sense of, uh, you know, what, what they do and how they go to market, right, and sell it and manage their clients and their knock team, the support guys and how they do it.

isn't great news for ericsson

you don't have anything else really and i think some of the things that he's You know, he's recognized a problem, Ekam, sort of two or three years into his tenure with these deals that he's done for businesses like Cradlepoint, which was supposed to establish them more in the private 5G area, or Vonage, more importantly, which was supposed to be this way of kind of unlocking value in the 5G network that hadn't been kind of realized before.

Yeah.

And this gets to the network slicing stuff.

It's very much the same kind of story.

Like if we can expose certain features of the 5G network that people haven't been able to take advantage of before and you might be willing to pay more for them as well as the actual APIs themselves, maybe it opens up new revenue streams.

So developers will basically pay a fee to access the API that would go to companies like, you know, and they pay like software companies like Vonage or...

Who are the other people in this business? Google, for instance, or Amazon, you know, the guys that do some of that kind of software stuff.

Yeah.

I think the, the cool thing is you had, you had the Ericsson or the Vonage folks, actually, it's Kanal who leads the network API.

But yeah, he got up and he, and he basically said, "Look, it's not about the A- APIs, it's about outcomes," which I think is better, but I would argue before you get to outcomes, you need to really specify what are the services, the valuable services that you can compose leveraging network APIs, right? And then figuring out where does all that, what are the network API, the exposed network capabilities, where they fit in enabling these end user experience, quote, unquote, "experiences".

Now, I've been hanging out with the folks in the CPAS community, and this is what they talk about quite a bit, is like experience, CX.