Frontier Communications is scheduled to announce its emergence from bankruptcy reorganization as early as Friday, beginning a new era with a reduced debt load, new leadership, and a plan to retire a considerable amount of its copper wire network in favor of fiber optics over the next decade.

“Frontier is ready to set a new course as a revitalized public company. Through the restructuring process, the company has stabilized its business and recapitalized its balance sheet, while making significant progress on the early stages of implementing our initial fiber expansion plan,” said John Stratton, incoming executive chairman of the board. “Frontier’s success with the Fiber-to-the-Home pilot program, which upgraded more than 60,000 locations from copper to fiber optic service in 2020, is just one example of the important work already underway. Frontier’s future is bright. I’m eager to work closely with our new board, our CEO Nick Jeffery, and the rest of the leadership team to build the new Frontier.”

As part of its reorganization, Frontier shed nearly $10 billion in debt, most attributable to its earlier buying spree of castoff landline customers formerly served by AT&T and Verizon. The company’s budget busting 2016 acquisition of Verizon service areas in California, Texas, and Florida was called “a textbook case of how not to do an acquisition,” by The Dallas Morning News. 

For at least a decade covering 2010-2020, Frontier was regarded as one of the worst phone companies in America in consumer surveys. Most of its legacy customers still suffer with Frontier’s dilapidated and deteriorating copper wire network and the slow speed DSL service barely supported on it. Speeds of 1-3 Mbps maximum are still common in some places, even in urban areas. Frontier’s acquisition of Verizon FiOS and AT&T U-verse service areas in states like Indiana, Washington, Connecticut, Florida, Texas and California gave a minority of customers access to pre-built fiber to the home networks, but Frontier’s notoriously poor switchover from Verizon and AT&T’s billing systems to their own effectively drove off hundreds of thousands of formerly loyal customers.

Under the leadership of former CEOs Maggie Wilderotter and Dan McCarthy, Frontier dragged from one quarter to the next, promising improvements that failed to materialize for most customers. The company’s $10.5 billion acquisition of landlines in California, Texas and Florida was particularly costly as the company sold bonds offering astonishing 10.5-11% interest rates to investors to cover more than $5 billion in debt coming due for repayment. A year after the Verizon deal, a half million Frontier customers left for good and the company lost $262 million.

Frontier’s latest fiber plan is to target upgrades in its legacy service areas, noted in blue on this map. These areas are all almost entirely served by copper wire, provide slow speed DSL, and are long overdue for fiber upgrades. Frontier will also expand fiber in its acquired service areas, represented by other colors on the map. Note that Frontier sold its Pacific Northwest region, marked by the red box, to Zipply Fiber, which also plans to scrap Frontier’s copper wire network in favor of fiber. (Map courtesy of Light Reading)

By the time bankruptcy was inevitable, Frontier was saddled with billions in debt and no financial ability to embark on fiber upgrades the company should have committed to a decade ago. Almost all of its existing fiber footprint was acquired from other companies.

Stratton

Frontier’s new management includes John Stratton, a former Verizon executive. Stratton believes Frontier’s future depends on the company expanding its fiber footprint. In 2020, it put that plan to the test by expanding fiber to the home service to 60,000 additional homes in a pilot project proving Frontier can plan and execute fiber upgrades on time and on budget. But a closer look at the numbers shows the majority of homes Frontier “upgraded” were brand new. Of the 60,000 homes, 44,000 were located in new housing developments or were unwired previously. These “greenfield” locations are typically easier to provision and much less expensive to service than pre-existing homes where Frontier first needs to decommission its existing copper wiring and replace it with fiber optics. Only around 16,000 pre-existing homes saw copper wire replaced with fiber in so-called “brownfield” locations.

For Frontier to succeed, it will need to move a lot more copper customers to fiber optics to remain competitive in the marketplace. Currently, Frontier serves approximately three million fiber homes and 11 million copper homes. Frontier is expected to announce fiber upgrades for an additional six million homes and target about 85% of its footprint to be serviced by fiber… eventually.

Some proposals hint the company could take five years or more to complete upgrades at the same time independent fiber to the home providers, next generation satellite internet, and wireless home 4G/5G internet plans are expanding. Much of Frontier’s service area is serviced by cable companies already providing high speed internet. Frontier’s plan assumes it will capture about 40% of the market — a tall order in communities like Rochester, N.Y., where dominant cable provider Charter Spectrum is assumed to have 70+% of the home broadband market. When competing fiber providers enter the market, Spectrum often slashes promotional pricing to $30 a month for 400 Mbps internet service for two years. Spectrum will probably offer similar pricing in newly competitive markets to retain customers threatening to cancel service and switch to Frontier.

Frontier plans to discuss its exit from bankruptcy and where the company will go in the future in a webcast presentation this Friday, April 30, 2021 at 10:00am ET.

Nick Jeffery will be appointed president and CEO of Frontier Communications effective March 1, 2021, succeeding Bernie Han.

Frontier Communications today announced a “holistic transformation” of its business from a copper-based landline company to a fiber to the home internet service provider, with plans to eventually offer fiber to the home service to nearly six million residential customers, approximately three million already served by fiber networks acquired from Verizon and AT&T.

As part of that transformation, Frontier today announced yet another new CEO, Nick Jeffery, will take over from current CEO Bernie Han in March 2021. Jeffery was CEO of Vodafone UK, one of Great Britain’s largest mobile operators. Jeffery agreed to replace Han, who became CEO and president only a year ago, in return for a $3.75 million signing bonus, a $1.3 million annual salary, and eligibility for more than $8 million in annual bonuses and equity awards.

“I am honored to be appointed Frontier’s next CEO, and I am excited to lead the company in its next phase,” Jeffery said in a statement. “Frontier owns a unique set of assets and maintains a competitive market position. My immediate focus will be on serving our customers as we enhance the network through investments in our existing footprint and in adjacent markets while building operational excellence across the organization.”

Frontier has been in Chapter 11 bankruptcy since April 2020 and is being reorganized to eliminate about $10 billion in debt and another billion annually in debt-servicing interest payments. Frontier’s bankruptcy plan will give four investment firms — Elliott Management, Franklin Mutual, Golden Tree Asset Management, and HG Vora, effective control over Frontier. The four are reportedly behind the decision to install Jeffery as Frontier’s new CEO to protect their financial interests. He has a reputation of repairing damaged customer relationships and improving sales, while also being willing to cut costs and simplify services sold to customers. Jeffery will also be joined by former Verizon executive John Stratton, who has accepted a position of executive chairman of the board. Jeffery is expected to lead the company out of bankruptcy sometime in early 2021.

Frontier has repeatedly promised to retire significant parts of its copper wire network and expand fiber to the home service, but over the last decade most of Frontier’s fiber footprint has been acquired from other phone companies, notably Verizon and AT&T. Most of Frontier’s own fiber expansion has come from installing service in new housing developments and in rural areas where it received taxpayer or ratepayer-funded subsidies to expand service to unserved areas.

In a conference call held earlier today, Frontier executives signaled the company will not hurry to deliver fiber upgrades to Frontier customers. In some of the most opaque language ever uttered in a Frontier conference call, company officials warned some Frontier customers may actually find themselves sold to another service provider. The company plans to divide its copper customers into two categories: those destined to be a part of Frontier’s fiber future and those left stuck on copper or sold off after Frontier “strategically reevaluates individual state operating performance employing a virtual separation framework” — all to “optimize our returns on invested capital.”

Frontier emphasizes its planned total of “nearly 6 million fiber-enabled households” will come to fruition “over the long term.” In 2020, the company plans to bring fiber service to approximately 60,000 new households in six states, many in new housing developments Frontier was already expected to serve.

Frontier’s modernization plan will likely sell unprofitable service areas and selectively upgrade many customers over a ten-year period to fiber optics. (Source: Frontier Communications)

“We have completed construction of about 60% of our target locations and continue to ramp quickly and remain on target to reach our year-end goals,” said Han. “Although, it is still very early in the process, our offer is very appealing to customers. While we are successfully converting existing copper customers to fiber, most of our early gains are coming from winning net new customers. Early penetration and ARPUs are performing at or above targets.”

In 2021, the company announced it had “planning and engineering” underway for unspecified fiber to the home service upgrades in copper service areas “in select regions.” But most of Frontier’s fiber upgrades will take place over the next decade. Specifically, Frontier plans to wire up to 2.9 million homes with fiber using a combination of its own money and subsidy funds provided by the FCC. Frontier’s new owners have signaled they will not go out on a limb to finance rapid fiber upgrades, and you better live in a state where fiber upgrades are being given priority.

“Of the 2.9 million new fiber homes passed for the modernization plan, roughly 2.6 million of them are in […] California, Texas, Florida and Connecticut and […] West Virginia, Illinois, New York and Ohio,” Han noted.

“The modernization plan is expected to be completely self-funding […] and has been developed with strict return on capital hurdles, allowing for very attractive returns,” said Robert A. Schriesheim, chairman of the Frontier’s Finance Committee of the Board. “The expected shift in the subscriber base from the modernization plan will increase the percent of fiber subs from 45% today to 87% over the plan horizon and will drive a transformation of business mix that is expected to result in 75% of revenue coming from fiber products in the long-term as compared to about one-third today. Equity Management Software like the ones at Astrella can be a key tool for managing this transformation and tracking ownership changes as the company grows. By automating the administrative processes and ensuring transparency, it allows businesses to focus on scaling while maintaining precise equity data.”

Shaw is western Canada’s dominant cable operator.

While American cable companies have cut back investing in their high-speed broadband services as competition languishes, a price and service war has erupted between western Canada’s biggest cable and phone companies, with consumers winning the benefits of increased investment and fierce competition.

Shaw Communications, the largest cable company west of Ontario, has just upped the ante with the introduction of 1,500/100 Mbps unlimited internet service for $127 (all prices in $US) a month. The new speed tier, known as Fibre+ Gig 1.5,  is delivered over Shaw’s existing DOCSIS 3.1 cable broadband network, and is already available in Winnipeg, Calgary, Edmonton, Vancouver, and Victoria, and is gradually expanding outwards to smaller cities, including Banff in Alberta, and Burnaby and Dawson’s Creek in British Columbia. Shaw also offers a traditional gigabit unlimited plan in most of its service area, offering 940/25 Mbps for $88/month. Both high-speed plans include a two-year contract.

“The hard work and investments we’ve made in building, upgrading and expanding our Fibre+ and Fast LTE networks and services — nearly $22.8 billion over the past seven years — allow us to deliver these ultrafast speeds to western Canadians over our existing infrastructure,” said Zoran Stakic, chief operating officer and chief technology officer. “These ongoing investments are the foundation to providing our customers service beyond one gigabit today and ultrafast speeds to more places in the future.”

“We know that there’s a growing segment of people — including heavy gamers, content creators and super streamers — who need access to ultrafast internet services, and that need has only increased during the pandemic as many of our customers manage the reality of having multiple people working from home and sharing bandwidth,” said Paul Deverell, president of Consumer, Shaw Communications. “With the launch of our Fibre+ Gig 1.5 product, we are delivering the speeds and capacity needed by today’s super users and data-heavy customers, while confirming Shaw’s position as the western Canadian leader in gigabit speed deployment.”

Telus is western Canada’s largest phone company.

Shaw’s increased investment is designed to fend off its chief competitor, Telus. In 2020, Shaw discovered a growing number of its broadband customers defecting in favor of Telus, the region’s telephone company. Telus is expanding its own high-speed offering, which relies on fiber to the home service. In some areas, Telus offers 940/940 Mbps service on a two-year contract for $76 a month and a 1,500/940 Mbps plan for $127 a month — which matches Shaw’s price but vastly exceeds Shaw in upload speed. To further sweeten the deal, Shaw gives its premium-speed internet customers discounts on Shaw Mobile services — including the exclusive rate of $25 per month on Unlimited Data wireless plans for Shaw Fibre+ Gig 1.5 and Fibre+ Gig internet subscribers.

Shaw claims its infrastructure has made it possible to offer gigabit service to at least one million more western Canadians than Telus. Telus has been gradually scrapping its legacy copper wire network in favor of fiber optics, but will likely take over a decade to complete the transition in significantly populated communities.

While Canadian cable companies are pushing DOCSIS 3.1 to the limit, American cable companies have taken it easy this year, reducing estimated budgets for network investment, returning to data caps, and putting further upgrades to next generation DOCSIS 4.0 on hold for at least a year or two. With AT&T and Verizon distracted and focused on spending billions to build 5G wireless networks, both companies have stopped significant expansion of fiber-to-the-home service for residential customers, reducing competitive pressure on cable operators. This reduced competition allows cable companies an opportunity to raise rates on broadband customers, and Charter Spectrum has done exactly that, announcing a general $5/month increase on residential internet service to take effect by the start of 2021.

Frontier is the dominant phone company in West Virginia.

The West Virginia Public Service Commission has ordered Frontier Communications to make significant improvements in its aging copper wire telephone network after a comprehensive investigation found the company’s landline phone service and broadband to be lacking.

The order comes two years after the state began investigating the phone company and six months after a service audit was completed. In the last year, 1,342 complaints about poor service were filed with the state’s Public Service Commission.

“Frontier customers in this state remain plagued with service problems even as the customer base – and the corresponding revenue – declines. The Focused Management Audit was designed to find the underlying service quality problems, and possible solutions, in the hopes of placing Frontier on a better path,” the report concluded.

Over the past two years, Frontier gradually implemented some of the recommendations made by the state, particularly a more robust tree-trimming program to pre-emptively reduce tree-related outages and an automated system that can detect service issues and outages before customers call to complain. But Frontier’s larger problem is its lack of investment in network upgrades, particularly related to replacing old copper wire infrastructure with fiber optics. The study identified the 25 worst exchanges in the state most plagued by service outages and complaints and demanded that Frontier rehabilitate or upgrade those areas to improve service. But the company has refused the Commission’s request to deploy fiber optic connections to every cross-box in the state, which connects Frontier’s network to neighborhood phone lines. Such an upgrade would dramatically reduce Frontier’s reliance on copper wiring and improve phone and internet service.

Frontier rejected the idea as “unfeasible,” claiming it would cost $100 million to complete fiber connections to each of Frontier’s 3,255 existing cross box locations. If the company moved to digital phone service across those fiber lines, the cost would rise to $200 million, according to Frontier, adding it would have no choice but to pass these costs onto customers in the state.

“Given the exorbitant expense associated with such a comprehensive endeavor, the cost of voice service would consequently increase to unsustainable levels,” the company claimed.

Yet earlier this spring, at the height of the pandemic and after declaring bankruptcy, Frontier paid out $38 million in retention bonuses to its top executives, urging the same people who presided over the company as it went bankrupt to remain on the payroll at least until the bankruptcy was discharged.

The state was given an early warning about Frontier’s decreasing performance in July 2019 after an auditing firm found the company financially troubled and had cut back dramatically on ongoing maintenance spending. The auditor also reported Frontier was likely losing customers fast and would soon feel the financial pressure of lost revenue. Just as bad, the auditor reported Frontier’s ability to stay ahead of its service problems could be compromised further by the likely retirement of more than half of the company’s most experienced service technicians in the next five years.

The auditor correctly predicted Frontier’s financial health. The company declared Chapter 11 bankruptcy in April and is reorganizing. The company claims it will exit bankruptcy in much better financial shape, with much of its debt discharged or renegotiated by creditors. In turn, Frontier has promised to boost investment in network fiber upgrades, but has not been specific about what areas it will target. A hearing to discuss some of these matters is scheduled for Oct. 28.

Even with Frontier’s imminent exit from bankruptcy, West Virginia officials remain concerned about the phone company’s commitments and whether the new management will continue to honor earlier agreements with state officials.

Customer satisfaction with fiber to the home internet service is so high, one industry leader says the only time customers cancel service is if they move or die.

Carl Russo, CEO of internet equipment vendor Calix, says phone companies are relying on fiber optic networks to turn their struggling businesses around except in the most rural areas of the country.

“Fixed wireless will sometimes be the right choice and Calix’s software supports it. But our telco customers with fiber will lose very few customers. If they provide strong, customer-focused service, no one will have a reason to switch,” Russo told Dave Burstein’s Fast Net News. “It’s only a slight exaggeration to say customers only churn if they move or die. This is provided the service provider chooses to ‘own’ the subscriber experience. A service provider that invests in fiber but doesn’t further invest in an excellent subscriber experience is still vulnerable.”

Russo argues that fiber to the home service has been the right choice for most of the developed world for several years now, at least where there is hearty competition between providers.

Where competition is lacking, phone companies often still rely on archaic DSL service, which is increasingly incapable of competing with even smaller cable operators. Phone companies are now up against the wall, forced to recognize that existing, decades-old copper wire infrastructure cannot sustain their future in the broadband business. Companies that drag their feet on fiber upgrades are bleeding customers, and some companies are even in bankruptcy reorganization.

Russo

Fiber networks are future-proof, with most offering up to gigabit speed to consumers and businesses. But upgrading to 10 Gbps will “add little to the cost” once demand for such faster speed appears, Russo said.

Fast Net News notes that France Telecom, Telefonica Spain, Bell Canada, and Telus have all proven successful using fiber to the home service to compete with cable companies to market internet access. Companies that approved less costly fiber to the neighborhood projects that relied on keeping a portion of a company’s legacy copper network, including AT&T, BT in the United Kingdom, and Deutsche Telekom in Germany, have had to bring back construction equipment to further extend fiber optic cables to individual customer homes — a costly expense.

Even public broadband projects like Australia’s National Broadband Network (NBN) paid dearly for a political decision to downsize the NBN’s original fiber optic design to save money. The NBN was hobbled by a more conservative government that came to power just as the network was being built. Many NBN customers ended up with a more advanced form of DSL supplied from oversubscribed remote terminals, which delivered just 50 Mbps to some subscribers. For-profit companies have also been pressured to keep costs down and limit fiber rollouts by Wall Street and investors. Verizon FiOS is the best known American example, with further network expansion of the fiber optic service essentially shelved in 2010 at the behest of investors that claimed the upgrades cost too much.

Underfunded upgrades often bring customer dissatisfaction as speeds cannot achieve expectations, and many hybrid fiber-copper networks are less robust and more subject to breakdowns. In the United Kingdom, BT’s “super fast” broadband initiative has been a political problem for years, and communities frequently compete to argue who has the worst service in the country. BT’s fiber-to-the-village approach supplies fiber internet service to street cabinets in smaller communities that link to existing BT copper phone lines that are often in poor shape. Customers often get less than 50 Mbps service from BT’s “super fast” service while a few UK cable companies are constructing all-fiber networks in larger cities capable of supplying gigabit internet speed to every customer.

Calix is positioned to earn heavily by selling the equipment and infrastructure that will power future fiber network upgrades that are inevitable if companies want to attract and keep customers. A new round of federal rural broadband funding will help phone companies pay for the upgrades, which means many rural Americans will find fiber to the home service in their future.