$VOD Vodafone Group Tape Reports
Per Ticker.id: $VOD Vodafone Group Tape Reports — 1 podcast mention across 1 podcast (30 days), latest 2026-08-03 16:31 UTC.
I think that was the high $80s, high $90s. The biggest deal still is Vodafone buying Mannesmann, $183 billion.
Andrew Ross Sorkin — Squawk Pod · Kalshi CEO on NY’s Lawsuit, A Yen-tervention, Water Cyberattacks 8/3/26 · 2026-08-03Yes, I mean, there are several. TELUS, for example, in telecommunications, is using our cloud to protect all of their systems from a cybersecurity point of view. Morgan Stanley is doing the same thing from a cyber point of view. Vodafone, they built a self-healing system to fix issues in the network by using our data platform and our tools to build an autonomous network. We've seen people, for example, the largest health insurer in Germany, Signal Iduna, has improved the speed of claims resolution by 37%. And eliminated escalations and reduced escalations by 9 times using our platform. So there are many, many examples of this in financial services. Citi is working with us on a program called Citi Sky to help people get financial advice and access market research information using our AI platform. So there's lots of, lots of customers across many different industries using this.
Thomas Kurian — Squawk on the Street · 10AM Hour: Google Cloud CEO, IBM CEO, Tesla’s Worst Day in More Than a Year 7/23/26 · 2026-07-23Yeah, I remember that happening in Netflix and just how much fear that really induced into the market. But the crazy thing was that was actually a great opportunity to actually buy shares, as shares since then have compounded at 48% annually since that event. But you know, you're right to flag CHURN here as a potential issue for AMT. And even though the annual rates are just 2%, it's not a linear number that we can rely on. The main culprit that can really impact CHURN rates are usually from the consolidation of carriers. So there have been kind of two recent events that have impacted AMT. The first event was from about 2018 to 2020, and this occurred in India. So there was a consolidation of carriers in Vodafone and Idea Reliance. JIO was another business that disrupted the industry, which many believe was the cause of this merger in the first place. Then you had the collapse of Tata Teleservices, which would have opened the door to more rapid changes that impacted amt. And the changes for AMT were so bad that they actually fully exited India in 2024. Now, in the US between 2021 and 2024, T Mobile absorbed Sprint's network. And as part of the master lease agreement signed between the two companies, T Mobile wound down a number of Sprint's redundant lease agreements with amt. And this ended up creating some multi year churn which just recently has normalized. Now, the issue here is pretty simple. If a current customer is acquired by a customer, the consolidated businesses will then have two sets of towers doing essentially the same job. So once the companies consolidate, they will decommission redundant towers just to reduce costs. So even if the two companies are customers of amt, if they were to consolidate, it would actually be a net negative for AMT because they'd likely churn a number of their towers since they wouldn't renew towers that were in proximity to each other. Now, I think that AMT learned from this kind of painful experience they had in India. So once they caught wind of the Sprint and T Mobile event, they acted very, very quickly. So AMT negotiated a master lease agreement with T Mobile to lay out very, very specifically how the cancellation process would happen over time. And this allowed the churn to take place over a multi year time period rather than all at once, which is why the churn rates were lower in that time period.
Kyle Grieve — The Investor's Podcast (We Study Billionaires) - The Investor’s Podcast Network · TIP826: American Tower (AMT): The Wide Moat Business Your Phone Can't Live Without w/ Kyle Grieve & Shawn O'Malley · 2026-06-25Well, we, and I certainly don't take credit for this, my predecessor actually established an innovation office and the idea of this innovation office is indeed to pull all those good ideas from these 550 different operational contexts to see what works, what doesn't work and what can be scaled up. We're actually now launching an accelerator of these very good ideas and we've had good support also from some of our donors to test these ideas, take risks that perhaps as a UN agency may be more difficult for us, but more easier for them. And what we have done over the last years is really scale up in number of ways. One example that I'm particularly proud of is what we've done on connectivity, which is really a lifeline for refugees as they're on the move, they're fleeing just atrocious circumstances and they're trying to find immediate life saving services. And what do you need in that time and what do you see People using during those circumstances, whether that's Chad or Poland. And it's a cell phone, it's a mobile, it's trying to connect with family that they may have been separated with. It's trying to find a safe place to sleep, it's trying to find services. And so we've partnered with other UN agencies, in this case most closely with itu, with the private sector, with GSMA and some of the regulators, mobile service regulators and others, to then make it possible for refugees and host communities to be connected. Our goal is 20 million by 2030 and we're apace towards that goal. But this for us, it's a lifeline. And that came, that idea came out of, you know, an operation several years ago. It was very clear certainly in 2015, 2016, during the Syria crisis, when we saw large numbers of Syrians leaving Lebanon and Jordan and moving to Europe, that connectivity issues became fundamentally important. And we knew that if we had UN agencies together with governments, together with the private and obviously refugees themselves, they could design the solutions and we could use that also in some of these contexts. In some of these areas where, for example, we have more difficulty providing education, for example, we could use it for instant schools, which we've partnered with Vodafone to do over the years.
Kelly T. Clements — HBR IdeaCast · Reinventing an Organization to Do More with Less · 2026-06-02Well, I have to say we're learning a lot also from corporate leaders, because private sector, for us, they're also their strategic partners. So some of what we've tried to do on shared services, on finance hubs, on some of the technology and AI solutions, we've done this based on experience, strong experience from businesses, and we've been able to take that into the UN and then be able to accelerate it, amplify it, scale it, all of that. For what I would say on the private sector on the other side, which I think has also been a good part of some of our shared value discussions we have with business is how much sense it makes to include refugees as employees, as subjects of advocacy of certainly corporate responsibility and all of that. But because it's not just a corporate responsibility issue, it's also a way to see the bottom line in terms of the business sense. You see a very positive trajectory. We certainly have partners. I, I think IKEA would be one that I'd put at the top of the list where they've invested in a way to support both refugees and hosts with energy, education and other livelihood support. But they've also employed refugees in their stores across the globe, which has meant an even stronger bottom line in terms of resources and earnings of the company. So they see this as a win win from the private sector and the business point of view. So it's been, I think it's, you know, I mentioned Vodafone earlier and the instant schools network that we've established, which obviously uses technology that Vodafone is famous for. But it also you see then with 300,000 refugee children that are educated where it wouldn't have been possible or teachers trained in very remote parts of the globe, globe that then become part of the economic drivers and builders of that community. And so I think it's a good co dependence, if I can put it that way.
Kelly T. Clements — HBR IdeaCast · Reinventing an Organization to Do More with Less · 2026-06-02