Every acquisition brings its own hardware, its own processes, and data nobody has normalized yet. The clock on the synergies you underwrote starts ticking before any of that is sorted out.
The Problem
Every acquisition arrives with a different OLT vendor, a different CPE fleet, a different billing model, and data nobody has normalized. The usual options are both bad: run parallel stacks and pay for two operations, or run a replatform project and put revenue synergies eighteen months out.
The Answer
AEX is multi-vendor to its foundations. Ten OEM ecosystems, including Nokia, Huawei, ZTE, Zhone, Calix, Ubiquiti, Radisys, and Kontron on Nokia platforms, CData, and Eero, across nearly every model those vendors ship, plus any TR-069-compatible device through our ACS. An acquired network onboards onto consistent workflows without standardizing hardware first. This is per-vendor activation knowledge accumulated over more than a decade of operating networks, not a connector catalogue.
What that means in practice
01
Provision across mixed hardware in real time, layer 2 and layer 3, with automatic rollback
02
Bring acquired subscribers onto one billing engine covering recurring, prepaid, postpaid and wholesale
03
Run one set of workflows across both estates without forcing either onto the other's processes
04
Keep procurement leverage: you are never locked to one OEM by your OSS
The Onboarding Question
Moving an acquisition's non-normalized data is the highest hidden cost in any deal of this kind, and it is where AEX is investing: data transformation and onboarding orchestration that compresses migration from a project into a process.
Commercial
Per-active-subscriber pricing means the cost of an acquired base tracks the base itself, so integration does not carry a fixed platform penalty before the synergies land.
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