sfx2000
Part of the Furniture
Metro was agile when it came to innovation and TMO is a bit of a bureaucracy when it comes to execution. From the engineering standpoint metro managed a small team of 6-8 engineers on the ops side and maybe 10 more on the design side. TMO has several small groups though depending on the gear being touched. But when I say small it's 20/team. Different animals in terms of budget and revenue but if things scaled based on headcount TMO should be handling north America and not just the US. Not to mention TMO having several regional Noc locations and call centers. Recent news though shows them cutting back to only 5 locations now that the cuffs from the sprint deal are off.
Not quite - I'm ex-ATT via Cricket... I was there for much of this consolidation...
We were fierce competitors in the market, but there was actually a fair amount of collab as well, as our markets didn't exactly overlay each other...
At the engineering level, yeah, there were a handful of engineers and managers at the core network, but you have to consider all the operations folks and the RAN teams. We had around 300 on the engineering and ops teams as we not only had our MVNO relationship with Sprint, we also had our own RAN - MetroPCS was similar...
The key difference with TMO-Metro vs ATT-Cricket - TMO embraced the Metro folks, folded a lot of their "DNA" into how the TMO business operated... With ATT-Cricket - we were seen as the "cowboys" and being merged into a business that was far bigger than just wireless with a 100 year legacy of being "Ma Bell" - culturally it just wasn't really a good fit for us legacy Cricket folks.
Sadly, it really didn't work that way with the Sprint merger - most of the Sprint folks either left or were laid off...