InterVISTAS Consulting and Clear Strategy form partnership to offer clients full suite of technical and public policy expertise.

InterVISTAS Consulting, a leading aviation and mobility advisory firm, and Clear Strategy, a boutique public affairs and government relations consultancy, have formed a strategic partnership to offer clients a complete, integrated perspective, from technical design to policy execution.  Together, we bring unmatched insight into the forces shaping transportation and aviation across North America.

This partnership strengthens our ability to help clients navigate complex regulatory environments, streamline engagement with all levels of government, and secure access to key decision-makers. By unifying technical analysis with nuanced policy intelligence, we equip clients to anticipate change, capitalize on emerging opportunities, and stay ahead of evolving funding programs, regulatory expectations, and industry priorities.

Our approach delivers stronger project outcomes by combining deep sector knowledge with a sophisticated understanding of public-policy frameworks and government processes.

InterVISTAS and Clear Strategy are committed to operating as a unified, trusted team - earning the confidence of clients, partners, and government stakeholders through rigorous analysis, strategic clarity, and industry-leading expertise.

“Our partnership will harness the combined insights, impact, and innovation of both organizations to shape effective policy development and guide businesses through today’s most pressing challenges and opportunities. Together, we aim to help organizations navigate competitive pressures, trade disputes, and adapt with agility amid global uncertainty,” said Solomon Wong, President and CEO of InterVISTAS Consulting.

“This collaboration will give organizations the holistic and specialized expertise their industry demands. Clear Strategy is built on combining our policy and public affairs expertise with leading technical specialists to shape outcomes grounded in data and operational experience. Combining InterVISTAS’ technical precision with our team of policy and public affairs experts who have deep experience within the transportation and aviation sector, will give organizations the sector-specific expertise they need to navigate a rapidly evolving regulatory environment,” said Ron Soreanu, Founder and CEO of Clear Strategy.

Solomon Wong and Ron Soreanu lead this partnership, supported by Julien Carron, Senior Director at InterVISTAS Consulting, and Allison Gifford, Vice President at Clear Strategy.

Bridging the Digital Divide and Building Resilience: A Perspective on Canada’s Telecom Sector

By Ted Woodhead, Senior Associate 

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Canada’s telecommunications sector is at a critical juncture. While we have made meaningful progress over the last decade by expanding networks, increasing speeds, and improving access; we now face a set of economic, regulatory, and geopolitical challenges that demand clear policy direction and purposeful collaboration. 

As someone who has spent years navigating the intersection of business, regulation, and public policy, I would like to share a few reflections on where we are today, and what is needed to ensure we stay competitive, connected, and sovereign in the years ahead. 

The Financial State of the Sector 

At a glance, our telecom industry appears stable. But beneath the surface, there is a growing concern: debt leverage. When long-term leases are included, Canada’s four national carriers (Rogers, Bell, TELUS, and Quebecor) collectively carry over $100 billion in cumulative debt. 

That debt burden limits capital expenditures. As a result, we are seeing less investment in expanding networks, particularly in regions where returns are not in the short run profitable. Without targeted government partnerships, extending service beyond current footprints (especially in rural, remote, and Indigenous communities) becomes economically unfeasible and increasingly unlikely due to counterintuitive regulatory policies.

We have deployed world-class wireline and wireless infrastructure to most households. But unless we address funding gaps and competing priorities, I fear we will not finish the job. 

Regulation: Finding the Right Balance 

The CRTC plays an essential role as our economic regulator. But its preoccupation with fostering competition (sometimes under heavy political pressure) has, in my view, resulted in over-fragmentation of the market. That may sound pro-consumer in that it may marginally reduce prices in the short term, but it has real financial consequences for long-term infrastructure investment. This is decidedly not pro-consumer and positively dire if you are a rural or remote consumer. 

Too much competition can deter innovation and delay deployment of next-generation technologies, such as AI, edge computing, and advanced networking. Other jurisdictions, particularly in Europe, have come to the same conclusion. Canada must learn from that experience. Unfortunately, Canadian policy makers appear intent on replicating the very policies that were implemented in Europe that caused its productivity crisis.  

We need a regulatory framework that encourages sustainable competition, while also attracting investment and ensuring long-term national capacity. While achieving that balance is difficult, it is not impossible, but we can confidently say that adopting policies that discourage investment is not a positive or desired outcome.  

The Digital Divide: Still a National Priority 

Canada’s broadband expansion efforts, made possible through programs like the Universal Broadband Fund (UBF) and the CRTC Broadband Fund, have been successful examples of public/private partnerships. But progress is slowing, largely due to uncertainty around continued funding. 

We need a third round of UBF funding. We should either: 

• Push fibre (or fibre-like) networks further than ever before; or 

• Develop a homegrown low-earth orbit (LEO) satellite solution, capable of delivering speeds far beyond the current 50/10 Mbps target.  

Closing the digital divide will also require purposeful alignment between public infrastructure and telecom investments. For example, if we are building new rail lines to Churchill, let us make sure transport fibre is included. If we are expanding military infrastructure in the North, we should also be investing in digital connectivity—both for sovereignty and service delivery. 

Sovereignty and Security in the North 

Canada’s government signals that it is “elbows up” when it comes to asserting sovereignty in the Far North. This means telecom infrastructure cannot be treated as a standalone policy item; it must be part of a larger national and strategic vision. 

We should be: 

• Deploying LEO satellite systems with ground stations in northern latitudes 

• Exploring AI-scale data centres powered by renewable energy 

• Requiring data sovereignty as a mandatory component of all new infrastructure investments  

These efforts must serve not only our national interests, but also our NATO commitments. In fact, we should consider inviting the United States to co-invest in strategic infrastructure that strengthens our mutual Arctic presence. 

Geopolitics and the Road Ahead 

Geopolitical tension has underscored the importance of sovereign and secure infrastructure is no longer something to be taken for granted. We have seen this with the exclusion of Huawei and ZTE, and we will continue to see foreign technology providers scrutinized more closely. The fall parliamentary session is well underway, and the government is moving quickly to fund much needed investments in defence and housing, all while diversifying the country’s trading partners across the globe. Promoting investment through all means possible in telecom infrastructure needs to be firmly in the spotlight.  
 
My advice to Canadian telecom companies? Plan ahead. Build resilience. Audit your contingency strategies. Advocate for cohesive and coherent policies that include critical infrastructure in programs by design. Regulatory and geopolitical risks are only growing—and those who are not ready will fall behind. 

Looking Forward 

Canada has the technological know-how, the private sector leadership, and the public policy capacity to remain a global telecom leader. But we need to be realistic about the financial limitations facing industry and clear-eyed about the trade-offs in front of us. 

Progress will not come from one party alone. It will take coordinated effort—between government, private carriers, our provinces and communities, and international partners. Together, we can ensure that every Canadian has access to the networks and tools they need to thrive in the digital economy. 

We are close. But close is not good enough. Let us finish the job—smartly, securely, and strategically.