Contributed Article

by Tim Parker, Chief Growth Officer of Assured Comms

The rapid evolution of AI is reshaping data center infrastructure, changing the approach to compute deployment by enterprises and cloud providers. Driven by traditional hyperscalers with large-scale training clusters, emerging efficiency gains are shifting demand toward smaller, more distributed inference deployments. Meanwhile, demands for connectivity continue to rise globally, demanding infrastructure that best minimizes latency and improves data distribution.

This shift presents an opportunity for hybrid cable landing stations (HCLS)—a model integrating subsea connectivity with AI infrastructure—to support the next generation of AI workloads.

Moving beyond hyperscalers

Historically, AI infrastructure required 100–200MW data center campuses optimized for model training. However, advancements like DeepSeek’s efficiency gains are altering this model, reducing energy requirements and making 5–20MW AI inference hubs a viable alternative. Enterprises increasingly recognize that AI processing doesn’t need to be concentrated in massive, high-density clusters. Instead, regionalized AI workloads allow for more flexible, cost-efficient deployment while minimizing bottlenecks.

Greater efficiency does not necessarily reduce overall demand. Instead, it enables broader AI adoption, shifting workloads to a wider range of locations and infrastructure types. As AI becomes more accessible and cost-effective, enterprises are reconsidering where and how their compute resources should be deployed.

The role of hybrid infrastructure in AI deployment

As AI workloads move toward distributed inference models, connectivity becomes a critical factor. Traditionally, cable landing stations (CLS) have been designed solely to handle subsea fiber traffic, routing data from international networks to terrestrial infrastructure. However, this model is evolving.

Hybrid cable landing stations integrate subsea connectivity with AI processing, enabling localized compute power at network entry points. This reduces the need for long-haul data transport, cutting latency for AI-driven applications while optimizing bandwidth utilization.

The benefits of this model include:

• Lower latency, with AI workloads processing data closer to the end user.
• Greater flexibility, allowing enterprises to deploy inference workloads at strategic global entry points rather than relying on centralized hyperscaler hubs.
• Improved scalability, supporting modular AI deployments that can adapt to changing infrastructure needs.

Investment and infrastructure implications

As these shifts take hold, investors and data center operators must rethink long-term strategies. The move away from ultra-large AI campuses suggests that speculative hyperscaler builds may carry greater risk, particularly those requiring extensive power commitments. Instead, mid-sized deployments (5–20MW) and modular colocation models are becoming more attractive investment targets.

For enterprises, the ability to leverage regionalized AI infrastructure offers cost advantages while reducing reliance on traditional hyperscaler platforms. GPU-as-a-service providers and enterprise-owned AI deployments are also gaining traction, further diversifying the AI infrastructure landscape.

AI is no longer confined to massive hyperscale campuses. As training efficiency improves and inference workloads become more distributed, the industry must adapt. Hybrid cable landing stations represent a critical evolution, merging subsea connectivity with AI infrastructure to enable faster, more flexible data processing.

This shift has broad implications for infrastructure investment, data center design, and global connectivity strategies. The future of AI-driven networks will be defined not by scale alone, but by strategic placement, efficiency, and adaptability—a trend that forward-thinking enterprises and investors must embrace.

Join Assured Comms and the subsea cable commuity next week at Submarine Networks EMEA, the world’s leading subsea connectivity event

The journey toward financial inclusion begins with trust. For individuals unfamiliar with formal financial systems, having low-cost and reliable ways to deposit and withdraw money — cash-in, cash-out (CICO) services — is essential. These accessible solutions build confidence, encouraging people to store money in digital formats and explore other financial tools.

When empowered to engage meaningfully in the economy, individuals can fund small businesses, drive entrepreneurship, and contribute to local development. Financial inclusion enables communities to go beyond survival and build resilience, helping them weather economic shocks, reduce poverty, and foster sustainable growth. These opportunities create a ripple effect, strengthening economies at the individual and community levels.

Despite its established importance, access to financial services remains a critical challenge in many developing countries. Inadequate infrastructure and barriers like low incomes and high fees leave many in Africa disconnected from formal financial systems. The scarcity of bank branches, ATMs, and digital networks, coupled with long distances to urban centres in some cases, restricts access to communities living in geographical and economic peripheries, perpetuating economic inequality and limiting growth opportunities.

To illustrate, only 49% of adults across sub-Saharan Africa own a formal bank account, though this figure varies widely between countries. For instance, in Ghana, 62% of adults have bank accounts; in Nigeria, the figure is 64%; and in Kenya, where mobile money has been a key factor in expanding access, it’s 79%. Similarly, the availability of Automated Teller Machines (ATMs) per 100,000 adults varies significantly: in Nigeria, there are approximately 16.2 ATMs; in Kenya, about 6.9; and in Ghana, around 11.4. It is crucial to note that Africa is vast, and the financial landscape is not uniform, as evidenced by the number of ATMs in South Africa, which had 43.6 ATMs per 100,000 adults in 2021. In contrast, developed countries tend to have a higher density of ATMs; for example, high-income countries have an average of 62.7 ATMs per 100,000 adults.

Internet usage also highlights these challenges. As of 2022, 70% of Ghana’s population used the internet, compared to 35% in Nigeria and 41% in Kenya. Nigeria and Kenya fall significantly below the global internet usage rate of 64%.

Such disparities highlight the importance of innovative solutions like agency banking. We’ve seen how effective it can be in places like Nigeria and Kenya, and it has the potential to improve financial access in other developing countries as well. By relying on a network of authorised agents equipped with point-of-sale (POS) devices, agency banking can offer essential services such as cash deposits, withdrawals, bill payments, and money transfers.

Imagine it like a water distribution system. Instead of everyone having to walk several kilometres to a central source of water (the bank), smaller taps (agents) are installed throughout every area. These taps provide the same clean water (financial services) directly to people where they live, saving time and effort while ensuring everyone can stay hydrated (financially included). 

Agency banking in action

The agency banking model has gained traction in Nigeria due to its ability to offer convenience through proximity and responsiveness. It’s no surprise that the most popular use for agency banking in the country is withdrawing and depositing cash. This has particularly seen an adoption uptick in the West African nation following commercial banks’ capping of withdrawals at ₦100,000 ($64).  

Recent IMF data highlights this trend, illustrating the rapid expansion of non-traditional access points across sub-Saharan Africa, with mobile money agents nearly doubling from 2019 to 2023.

In Kenya, an agent network played a crucial role in the growth of M-Pesa by significantly expanding its reach and accessibility. By establishing a widespread network of local agents, M-Pesa was able to provide services in various communities, including rural areas where traditional banking infrastructure was limited. These agents facilitate transactions, enabling users to deposit, withdraw, and transfer money conveniently. The trust established between agents and the community also encouraged more people to adopt M-Pesa as a reliable financial tool, further enhancing its popularity and effectiveness as a savings vehicle.

Today, agency banking operates under the framework established by the Central Bank of Kenya, allowing commercial banks to partner with third-party retailers who serve as authorised banking agents. Over 30,000 retail outlets are currently operating as bank agents. Here, agent banking has complemented the success of mobile money platforms, as the proximity of households to agents is a significant factor in decisions to adopt mobile money. This further enhances access to financial services and expands credit availability and savings options for small business owners.

While agency banking adoption has been slower in Ghana than in other developing nations, it has steadily grown since arriving in 2013. Partnerships between financial institutions—such as traditional banks, fintechs, and telcos—and local agents have enabled rural populations to access microloans and savings accounts, contributing to economic empowerment. 

While a lack of access to financial services stems from various challenges, including poor infrastructure, low incomes, and a lack of trust in traditional banking systems, agency banking offers a compelling solution by decentralising service delivery and making it easier for people to perform transactions without the need to visit a bank branch or ATM.

Challenges and opportunity for growth

Despite its success, agency banking faces unique challenges, especially in the areas that need it most — rural and peri-urban communities. These challenges can be grouped into three key areas: operational difficulties, financial constraints, and regulatory inconsistencies.

Operational Challenges: Given the limited presence of banks or ATMs in remote locations, agents often face logistical hurdles, such as restocking cash supplies. Additionally, they are prone to risks such as hardware or software failures, which can halt operations, and low levels of formal training, which hinder their ability to serve customers effectively. Fraud and counterfeit bills also pose significant risks, exposing agents to financial losses.

Financial Viability: First-movers — or organisations pioneering agency banking in new markets — often face significantly higher costs. These include training agents, educating users, and building trust in communities unfamiliar with formal banking. However, after these initial investments, competitors can easily enter the same market and benefit from the groundwork laid by the first mover, often at a lower cost. This can discourage private entities from taking on the financial risks of entering underserved regions.

Regulatory Barriers: The lack of consistent regulatory frameworks across African markets leads to fragmented implementation. In some regions, agency banking faces stricter oversight, increasing compliance burdens, while in others, inadequate regulation creates gaps that expose agents and customers to higher operational risks, such as a lack of recourse mechanisms in cases of fraud. 

Still, agency banking offers significant growth opportunities. Financial institutions can tackle these hurdles by investing in training programs that confidently equip agents to offer a wider range of services. Upgrading network facilities and using advanced technologies, like biometric authentication and enhanced POS systems, can boost efficiency and security while minimising fraud risks. Strengthening cash logistics networks is also essential to ensure agents in remote areas have the liquidity and support they need to meet customer demands.

Successful innovations in markets like Kenya showcase the potential. Biometric systems have increased security and reduced fraud, while countries like Ghana and Nigeria are exploring ways to link agent banking with digital wallets and e-commerce. These initiatives aim to expand services beyond basic transactions, providing access to credit, pensions, and insurance.

The Role of Governments and Public-Private Partnerships

Private sector-led agency banking has expanded successfully in urban areas, but rural expansion remains challenging. Unlike cities, rural areas have lower transaction volumes, dispersed populations, and weaker economic activity, making agent operations less profitable. Rural areas often have unique financial systems that differ within and across countries. Expanding into these markets requires tailored strategies rather than a direct urban replication.

Regulatory barriers further limit private investment. In countries like South Africa, agency banking networks are dominated by large retailers and supermarkets, as banks prefer partners with existing infrastructure and the ability to meet compliance requirements​. As a result, large retail chains operate in more commercially viable areas, with little incentive to expand into deep rural regions with low economic activity. Similarly, operational and compliance requirements may make it difficult for smaller organisations to enter the market. 

To address these limitations, governments and regulatory bodies must play a key role in promoting agency banking by creating public-private partnerships (PPPs) that combine private innovation with public resources. India’s Business Correspondent (BC) model is a great example of how these collaborations can expand financial services to underserved communities.

The Business Correspondent (BC) model, launched by the Reserve Bank of India in 2006, utilised agency banking to address the distribution of welfare payments, ensuring payments went directly to the right beneficiaries and improved financial access in rural areas. Tying welfare payments to the system helped educate the market on using financial services, which would have otherwise fallen on private first movers, easing their entry into underserved regions.

The BC model became even more efficient with the introduction of Aadhaar, India’s biometric ID system. Aadhaar-enabled tools like eKYC helped agents quickly verify customer identities, cut onboarding costs, and speed up service delivery. Interoperable agent networks enabled multiple banks to utilise the same infrastructure, extending services to remote areas.

By implementing smart policies, leveraging technology, and fostering shared resources, millions of underserved individuals gained access to essential financial services, providing useful insights for other regions.

Conclusion

Agency banking represents a transformative approach to bridging the financial inclusion gap in developing countries. By decentralising access to essential financial services, it empowers underserved communities, fosters entrepreneurial activity, and cultivates trust in formal financial systems. As illustrated by its successes in Nigeria and Kenya, agency banking provides immediate convenience and promotes long-term economic resilience by enabling individuals to manage their finances effectively.

However, realising its full potential requires ongoing collaboration between financial institutions, regulatory bodies, and local agents to address infrastructure limitations and low financial literacy. Through the power of agency banking, we can create more inclusive financial ecosystems that drive sustainable growth and ultimately improve the quality of life for millions in developing regions. The time to embrace and expand these innovative solutions is now, as they hold the keys to unlocking opportunity and fostering economic empowerment for all.

Mxolisi Msutwana is the Managing Director for Anglophone West Africa at Onafriq.

A few international news bytes before the long weekend: … [visit site to read more]

Keep up-to-date with all the latest news, articles, event and product updates posted on Developing Telecoms.
Subscribe to our FREE weekly email newsletters for the latest telecom info in developing and emerging markets globally.

Boosting Wavelength and Interconnection Services in the Region

GNM’s Budapest Point of Presence takes advantage of its own DWDM-system. It provides valuable options for network redundancy improvement, traffic flow optimization, and reduction of points of failure. The GNM’s interconnection services such as GNM-IX and IP Transit allow direct connections with a wider range of networks, as well as access to Tier-1 connectivity providers. Flexible port options from 10G to 400G provide customized options to meet different bandwidth needs.

Expanding Infrastructure to Support Growing Demand

“The launch of our Budapest PoP marks an important milestone in GNM’s expansion strategy,” said Alex Surkoff, Business Development Director at GNM. “This new PoP not only enhances connectivity in Central Europe but also supports local telecom providers by delivering cost-efficient and scalable solutions.”

The Budapest PoP is now part of GNM’s European backbone, offering direct, low-latency connections to hubs in Bratislava and Sofia. This expansion improves access for Hungarian telecom companies to European content and international networks while reducing reliance on third-party transit providers. It also enables seamless integration with major global content providers, cloud platforms, and international carriers. By lowering latency and ensuring stable traffic flows, the PoP ensures more efficient data exchange and service quality for end-users.

Future Expansion Plans

GNM plans to expand its backbone and establish new PoPs in Central Europe to strengthen network coverage, providing businesses and telecom operators with a robust digital infrastructure.

About GNM

GNM is a global backbone provider known for its extensive 18,000 km DWDM backbone network. It offers high-performance connectivity solutions that ensure low-latency, scalable, and resilient network infrastructure. Unlike traditional providers, GNM combines its own GNM-IX Internet Exchange with direct access to Tier-1 ISPs, giving customers enhanced routing efficiency and cost-effective traffic exchange. including Internet Exchange and IP Transit, as well as DWDM transport services.

Five data center infrastructure projects, four from North America and one from the Middle East. … [visit site to read more]

Press Release 

Following CMA clearance of the Vodafone UK Three UK merger in December 2024 (subject to legally binding commitments), and in anticipation of final deal completion in the coming months, Vodafone-Three has announced the company’s General Management Team

Max Taylor, CEO Vodafone UK, and CEO of the future merged entity, has appointed the following people to lead the new company:

• Darren Purkis, CFO
• Kelly Barlow, Strategy and Portfolio
• Clare Corkish, HR
• Andrea Dona, Networks
• Nick Gliddon, Business
• Stephen Lerner, Regulatory, Government Affairs & Company Secretary
• Nicki Lyons, Corporate Affairs & Sustainability
• Stephen Reidy, IT
• Jon Shaw, Consumer Operations
• Rob Winterschladen, Consumer
• Andy Yorston, Legal, Security, Compliance & Risk

The appointments followed a robust selection process and were approved by the MergeCo Governance Board, with representatives of both Vodafone Group and CK Hutchison as shareholders of the future merged company. The General Management Team appointees will transition into their new roles once the CMA process is fully complete and the new company, [MergeCo], is created, with the date of completion yet to be announced.  Until then, all appointees will continue in their current roles at either Vodafone UK or Three UK, with both companies and teams continuing to operate separately until the merger is finalised.

Max Taylor said: “I would like to congratulate everyone on their new appointments. The new leadership team are all looking forward, following completion of our merger, to integrating our two companies and deliver on our commitment to build the UK’s best network for our customers”.

Keep up to date with the latest international telecoms news with the Total Telecom newsletter

Also in the news:
Why network infrastructure needs a rethink in the age of AI and Edge computing
Iliad once again eying Italian consolidation with TIM
Eutelsat connects one million Sub-Saharan Africans to satellite 

MTN South Africa reportedly plans to shut down its 3G mobile network by the end of this year – a full year earlier than initially planned – following a successful pilot project in Cape Town to migrate 3G users to 4G and 5G.

According to media reports this week, the pilot – which covered Durbanville, Greater Melkbosstrand and several Cape Town suburbs – was launched early last year to help MTN fine-tune the migration process.

The 3G shutdown has been in the cards since 2022, when the Department of Communications and Digital Technologies (DCDT) said it wanted 2G and 3G services to be shut off to modernise South Africa’s mobile networks and free up spectrum for 4G and 5G.

The DCDT originally ordered 2G to be shut down by June 2024 and 3G by March 2025. However, in February the ministry agreed to push the shutdown deadline for both networks to the end of 2027. Even then, however, concerns remained over how the switchoff would be handled and the scope of the potential impact on users.

MTN had previously announced that it would shut down its 3G network at the end of 2026. Following the success of the migration pilot in Cape Town, however, the telco said it will move up the cutoff date to December 31, 2025, reports News Ghana.

MTN told Cape Town customers in a letter that the transition would be implemented in stages to minimise disruption, the report said, although it added that some short-term disruption was inevitable.

Meanwhile, the Independent Communications Authority of South Africa (ICASA) is conducting an economic impact assessment to ensure that the 3G shutdown will not adversely impact subscribers, especially in areas where 4G coverage is limited or non-existent, the report said.

According to ICASA figures, 4G covers 98.5% of South Africa’s population. By contrast, 3G covers 99.9% of the population.

Four bits of news from the last mile of the fiber business around the US: … [visit site to read more]

The Southeast Asian smartphone market rebounded in 2024 as vendors shipped 96.7 million units, an annual growth rate of 11%, snapping two years of decline.

For the first time, Chinese smartphone vendor Oppo led the Southeast Asian market, shipping 16.9 million units – a 14% annual increase – and capturing 18% market share. Samsung ranked second, with shipments declining by 9% to 16.6 million units, securing a 17% market share. Transsion and Xiaomi shared third place, each accounting for 16% of the market with 15.5 million units shipped. Notably, Transsion saw a 41% surge in annual shipments, while Xiaomi grew by 21%. Vivo placed fifth with a 13% market share, shipping 12.3 million units – an annual growth rate of 14%.

Canalys Analyst Le Xuan Chiew highlighted that Southeast Asia’s rebound outpaced the global average of 7%. However, despite this growth, the average selling price (ASP) declined due to price-conscious consumers. Samsung’s shipments dropped 9% year-on-year, yet it bucked the trend of falling ASPs, recording a 14% increase in this metric.

“The high-end smartphone market in Southeast Asia has gained momentum, driven by vendors expanding their distribution through new channels. Brands that invested in their channels during the 2023 slowdown are now capitalising on those efforts, ramping up marketing to attract a growing base of upgraders,” added Chiew.

The analyst noted that a vendor’s ranking by volume is “no longer a reliable measure of a brand’s market position” due to short product lifecycles, shipment lead times, and the frequent launch of new models each quarter. Instead, he pointed to value share, operational efficiency, and profitability as better indicators of market standing.