Revolutionizing Wireless Network Optimization: The Innovation and Leadership of Digital Global Systems (DGS)
In an exclusive interview with Biz Tech Outlook, the leadership team of Digital Global Systems (DGS) shares their insights on how the company is transforming the wireless network industry. Through innovative solutions and advanced technologies, DGS is setting new benchmarks in spectrum monitoring and optimization. Join us as we explore the visionary ethos, strategic initiatives, and groundbreaking achievements that define DGS’s journey towards shaping the future of wireless communication.
Give us a brief introduction to DGS and its services.
Digital Global Systems (DGS) is a next-generation software provider that understands the impact and significance of transforming the wireless network industry. It is equipped with the efficiency, quality, and reliability necessary for the present and future of wireless environments. Using advanced machine learning and AI, DGS analyzes Radio Frequency spectrum to create actionable data and insights specific to each industry.
Our journey began with a focus on automating functions like interference management for large wireless carriers. But we didn’t stop there. We saw a bigger picture; a future where wireless networks are optimized to their full potential. Today, we offer a comprehensive solution for persistent spectrum monitoring and autonomous spectrum optimization. We fit squarely in the trajectory of 5G communications, dynamic spectrum sharing, and new wireless services that will drive the digital economy. Our solutions are not just about technology, they are about shaping the future of wireless networks.
What is Wireless Network Optimization, how does DGS play a major role and what is the gap in the industry that DGS is willing to address?
At DGS, we don’t just detect signals in the wireless environment. We process signals at the edge and evaluate them across multiple dimensions using advanced AI. This approach doesn’t just provide data, it provides actionable data tailored to specific customer goals. We understand that in the world of wireless networks, efficiency is key. That’s why our unique approach offers valuable insights, enabling more efficient spectrum utilization within a given environment.
Spectrum — with airwaves divvied up into discrete, usable channels through sophisticated technical engineering magic — is finite and has become increasingly congested in recent years. Spectrum crowding today is impeding the growth and effective use of new, even more advanced 5G applications.
At Digital Global Systems (DGS), we’ve spent years developing RF monitoring technologies to make spectrum management more dynamic. Our technology and software, supported by a portfolio of 190 patents, can analyze and optimize RF spectrum applications and network operations in real time, delivering greater network performance through a dynamic sharing system. One of the promises of 5G is the ability to support ultra-reliable, low-latency services. DGS RF Environmental Awareness provides the real-time spectrum feedback needed for these services. By leveraging advanced machine learning and AI, DGS can classify signals and identify anomalies based on continuous monitoring and historical data, providing a comprehensive spectrum solution.
What is your organizational philosophy on innovation?
We use a three-pronged approach that balances innovation, partnerships, and growth. Business model development takes center stage. Here, the focus is on strategically expanding R&D efforts and constantly pushing the boundaries of their technology platform. This ensures that DGS remains at the forefront of the wireless industry, offering cutting-edge solutions to address emerging challenges.
Strategic partnerships aren’t an afterthought. We recognize the power of collaboration. DGS bolsters its credibility and gains access to valuable resources by forging strategic alliances. Partnering with industry leaders allows us to leverage complementary technologies and distribution channels, accelerating our reach and impact.
While innovation and partnerships are essential, revenue growth remains the ultimate objective. However, this pursuit is a consequence at DGS, not the sole driver. We cultivate a fertile ground for sustainable revenue growth by prioritizing robust technology and strategic alliances. This ensures the company’s long-term viability while continuing to deliver best-in-class solutions.
How do you improve innovation execution?
Building a robust patent portfolio was a commitment from day one. We weren’t just building a company. We were forging a path into uncharted territory. Our leadership team envisioned technology so groundbreaking that it wouldn’t be a quick win but a revolution.
Instead of chasing immediate profits, we made a crucial bet on the future, recognizing the paradigm shift that was to come from moving from a monolithic RAN to a virtual RAN based in the cloud. This new architecture paves the way for new wireless services, but it requires real-time knowledge of the wireless environment. Additionally, DGS saw the need for true dynamic spectrum sharing as a way to overcome the challenges of an ever-crowded spectrum long before it became a pillar in the US’s National Spectrum Strategy. It wasn’t merely about protecting ideas but securing a war chest of innovation. We knew DGS needed a solid foundation to capture and process the intricate signals that would reshape the domain of spectrum monitoring and RF data management.
This foresight and our ingenious data-handling style have transformed DGS into the industry’s Rosetta Stone. We aren’t just a company; we’re the key to unlocking a new era of communication—and that’s a quality that makes us a goldmine for potential partners.
How do you keep up the spirits of a big team?
I believe in keeping communication open and being honest within the organization to avoid surprises. I think it’s important to learn from mistakes instead of blaming people for them. It’s important for everyone to feel included, no matter their position in the company. Everyone should feel like they can share their ideas and opinions. Creating an environment where everyone’s voice matters is a big part of how I lead. It’s also important that everyone knows what they’re supposed to do in the company. I put a lot of effort into making sure everyone understands their roles and how they fit together in the organization. Overall, it’s all about being open, inclusive, and clear about how things work.
This approach not only enhances the quality of decision-making but also fosters a sense of ownership and alignment among team members. By involving them in the decision-making process, we cultivate a culture of collaboration and accountability within the organization, ultimately leading to better outcomes and stronger team cohesion.
How do you overcome the issues associated with the speed of change occurring within the organization?
I manage decision-making with a balance of efficiency and thoroughness. For decisions with relatively minor implications or those within my area of expertise, I exercise promptness and decisiveness, wasting no time in moving forward. This efficiency allows me to maintain momentum and achieve objectives effectively. However, when facing decisions with significant potential consequences for individuals or the company as a whole, I adopt a more inclusive and deliberative approach. Recognizing the complexity and impact of such decisions, I value the input and perspectives of my team of leaders. By leveraging the collective wisdom and diverse viewpoints of his team, I ensure that I consider all relevant factors and potential ramifications before arriving at a final decision.
Could you provide a brief introduction about yourself and give us a synopsis about your leadership in developing DGS and its businesses?
I joined DGS as Chairman and CEO in 2013 from PricewaterhouseCoopers, where I held several leadership positions in both the United States and Latin America. I consulted on some of PWC’s largest clients while serving as the managing partner of the greater Washington, D.C. area and practice leader for a specialty group operating throughout Latin America and the United States. I was also responsible for starting and growing three distinct businesses within PWC. I gained my experience over 32 years in public accounting concentrated in the telecommunications and government contracting sectors. I stood at the forefront of innovative investment models for leading-edge technology enterprise pursuits, novel partnership deals using CAPEX-light structures, and a strategic vision of business value leveraging new technologies and operating constructs. I have built significant enterprise business value using unique intellectual property portfolios and emerging data, analytics, and artificial intelligence innovations. I graduated magna cum laude from the University of Maryland with a double degree in business and economics.
When I joined DGS, I first developed the business plan and capital raise strategy. I worked with the existing team to broaden the engineering footprint and bring structure to the organization. Since its inception, I have raised $100M to fund a robust R&D effort to develop a patent portfolio that will lead all firms globally in spectrum management.
“We use a three-pronged approach that balances innovation, partnerships, and growth.”
“Innovation is about more than just ideas; it’s about execution. We pride ourselves on our ability to turn visionary concepts into tangible solutions.”
“At DGS, we’re not just transforming wireless networks; we’re pioneering the future of communication.”
Company Name : Digital Global System Inc
Website : www.digitalglobalsystems.com
Management Team
Fernando Murias, Chairman & CEO
