[TallTales]

Yeah network vision was a disaster. I think in the market I helped built our average number of site touches was like 21 or 22 from construction complete to on-air. All the funds gathered from the high interest junk bond sale to fund NV was used very inefficiency because sprint lacked the expertise to not get taken for a ride by their vendors.

[Aloha]

It was a shitshow, you'd have GD tell us a site was complete and show up and find no equipment or equipment on pallets. GD rather than the equipment vendors were the villains, it was subcontractor-o-rama, and no one was responsible for anything. There was one site I went to like six times to inventory non-existent equipment - never mind when they decided to preload the inventory but used the barcodes on the samsung gear that didnt match anything.. I escalated that to Ericsson and then Sprint directly (it mattered for ericsson, because they'd have failed ATLAS audits), about two weeks later all that vanished, and we got a tranche of tickets to go reinventory everything.

I also saw at least half a dozen sites, cut and in service still sitting on their pallets, such a mess.

Imagine for a moment you go off to the crusades, leave the barn to one group, the fields to another group, and leave the house to a third group, then gleave no one in charge and give them no way to communicate beyond the most informal means - and you're surprised everything is on fire upon your return?

In the end it did work once it was done, but it was only hell for the customer during deployment because it was deployed and cut in a hopscotch fashion, which would be fine, if you could roam from new back to old - there was a one way roam, from old to new, once on new, there was no path to roam back.