About
ENODA exists because
the connectivity layer
deserves better counsel.
The premise
An expert layer that scales with the IoT industry, not against it.
For a decade and a half I've watched IoT companies negotiate their connectivity stack from a position of structural disadvantage. Carriers know more than the buyer. Platform vendors know more than the integrator. Standards bodies move faster than the roadmap. The teams who actually build connected products are left to triangulate from press releases, conference floors, and whatever the last salesperson said.
The conventional response is to hire a consultancy for a project. The consultancy arrives, runs an RFP, signs a contract, and leaves. Eighteen months later the standard has shifted, the vendor has been acquired, and the buyer is back where they started, only with sunk costs.
ENODA is built around a different premise. The connectivity layer of an IoT business needs continuous expert attention, paced to the technology frontier rather than to project budgets. Most companies cannot economically hire that expertise full-time. We make it available at fractional scale, from a senior practitioner who has worked every angle of the table.
Founder
Fifteen years across every angle of the table.
Before founding ENODA, I held senior roles inside a Tier-1 telecom operator, built and sold connectivity through global platforms, and ran independent advisory engagements for IoT companies in North American and international markets. The arc has been deliberate: enough time inside the carrier to understand the economics of the network, enough time at the platform layer to understand the integration burden, and enough time as an outside advisor to see clearly what the buyers actually need.
The thread connecting all of it is connectivity at scale, with all the second-order complexity that phrase implies. SIM technology and eUICC. SGP.02, SGP.32, in-factory profile provisioning. Multi-carrier orchestration. Coverage economics, certification regimes, regulatory exotica. Standards work that doesn't make the press release. The commercial knife-fight that happens when two carriers want the same anchor account.
ENODA is the firm I'd have wanted to hire when I was on the buy side: small enough to be senior on every engagement, independent enough to give the real answer, and committed enough to the long view to be worth keeping on retainer.
How we work
Six commitments, in plain language.
i
Independence is the product.
We carry carrier and platform relationships because they're useful to clients, not because anyone pays us to recommend them. Reseller margins are disclosed by default.
ii
Senior on every call.
We don't run a pyramid. The person you meet is the person doing the work. The trade-off is that we work with a small number of clients at a time, by design.
iii
Plain language, by default.
If a recommendation can't be explained to your CFO in a paragraph, the recommendation isn't ready. We resist the consulting habit of confusion-as-deliverable.
iv
Frameworks given away.
Our methodology library is public. RFP templates, scorecards, checklists. The work that's worth paying for is judgement on top of those tools, not the tools themselves.
v
Long view, always.
We optimise for the architecture that holds up across the next three transitions, not the deal that closes this quarter. The retainer model aligns the incentives.
vi
The exit is always available.
Our contracts have quarterly exit windows. If we're not adding value, the right answer is to stop, not to renew out of inertia.
Ready to talk?
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