GIORGOS METZAKIS ON ''F'' - THIS IS THE STRATEGY FOR THE NEW Cyta - WHEY THE ORGANISATION WANTS TO ENTER THE ENERGY SECTOR AS WELL - Filenews 17/5 by Charalambos Zakos
Cyta's new CEO, George Metzakis, in his first interview after taking office, opens his cards to "F" for the next day of the Organization, at a time when telecommunications are changing rapidly and technology is redefining the needs of citizens, businesses and the state.
The interview also coincides with World Telecommunications Day, giving special symbolism to the discussion on Cyta's role in the new digital era.
Mr. Metzakis sets as a central priority the twin transformation of Cyta, i.e., maintaining its leading position in telecommunications and, at the same time, its development in new areas of technology, digital services, artificial intelligence and energy.
As he explains, connectivity remains the core of the Organization's activity, but the value is now shifting to more complex solutions, which respond to the real needs of society and the economy.
In his interview, he highlights digital transformation as a key mechanism for more efficient operation, better customer service and the creation of new business models. It refers to projects such as Smart Cyprus, EAC smart meters, EOA Nicosia water meters, and systems that support critical services.
He also places particular emphasis on Cyta's intention to enter the electricity market, which he describes as a strategic choice and a new pillar of development. With an emphasis on consistency, reliability and measurable value for the citizen, the new CEO outlines a Cyta that remains strong in telecommunications, but claims the role of a wider technology and solutions organization.
Double transformation
– You take over as CEO at a time of intense technological and commercial change. What is the first big priority you set for Cyta?
My main priority is the double transformation of Cyta. By ensuring that it maintains its leading role in Cyprus' telecommunications sector, the aim is to accelerate its growth in new technology and energy sectors.
Telecommunications remain at the heart of our activities. But the market is evolving rapidly and the value is now shifting, beyond connectivity, towards digital services, artificial intelligence and energy.
To respond, we are moving along two parallel axes: on the one hand, we are strengthening the infrastructure and the quality of our basic services. On the other hand, we develop new services that utilize technology, respond to the complex needs of our customers and create new sources of revenue for the Organization and new growth prospects for society, the economy and the country.
–How is digital transformation linked to Cyta's growth strategy?
Digital transformation is a key condition of this strategy. It allows us to work more efficiently, serve our customers better, and develop new business models.
For the customer, it translates into convenience, speed, and more self-service capabilities. For Cyta, in better data utilization, automation, unified systems and a faster way of operating.
At the same time, on this basis, new technology, information and communication (ICT) services, including energy services, can be developed.
So, for us, digital transformation is the mechanism that unites the two axes of our strategy: more efficient business operation and the possibility of growth in new areas.
–How does this double transformation translate into Cyta's business model in the coming years?
Our business model is expanding. Our goal is to gradually make a significant part of our revenue come from services beyond traditional telecommunications.
This direction has already begun to be reflected, both in the way we organize ourselves and in the projects we implement.
The creation of two new Directorates, the Digital Evolution Division and the ICT Division, marks the operational priority we are giving to this transition.
At the same time, projects that are already underway confirm the implementation of this strategy.
Cyta maintains a strong core business, but at the same time is evolving into a technology and integrated solutions organization, transforming its experience, know-how and infrastructure into new services with real value for all.
Can you give us examples of this new direction?
A typical example is Smart Cyprus, a single digital application that brings local government services to the citizen's mobile phone. It covers functions related to District Local Government Organizations and Municipalities, such as parking, service for the disabled, collection from underground bins and smart lighting.
In the next phase, it is planned to integrate the possibility of payments through the same application.
In another field, we are involved in the implementation of EAC smart meters to automate energy consumption metering. We are also implementing the smart water meters of EOA Nicosia, which help in the most immediate detection of faults, in the better management and saving of water.
For the Fire Service, we are involved in the implementation of a system that supports automatic incident management and faster information flow, enhancing coordination and faster response to critical incidents.
This is what we focus on: to use technology to provide solutions to real problems, to support the daily life of the citizen and to strengthen the operation of critical services in the country.
– The telecommunications market is becoming more and more competitive. What is Cyta's comparative advantage in the coming years?
The comparative advantage of Cyta is that it combines elements that are difficult to find together. Strong infrastructure, know-how, experience in large and complex projects and a long-term relationship of trust with customers.
This enables us to take the next step, i.e. the evolution from a traditional telecommunications provider to a technology organization that offers integrated solutions with real benefit for consumers.
This is where we will give the greatest importance in the coming years.
In preparation for the first steps in energy
-Cyta has announced its intention to enter the electricity market and a law has already been passed that allows it to do so. What is the business rationale behind this decision, and how does it relate to the organization's differentiation strategy beyond traditional telecommunications services?
The needs of consumers are constantly changing and Cyta must evolve its services accordingly. The convergence of technology, telecommunications and energy is already a European reality. It is directly linked to the long-term sustainability of the Organization and its ability to continue to respond to the real, changing needs of its customers. Our entry into energy is a strategic choice and a new pillar of development for the coming years.
We want to offer consumers practical choices. Solutions that take into account today's conditions, such as the need for green energy, space constraints for PV installation, and the need for better cost control.
This can be done through holistic services that create significant prospects for Cyta and, more broadly, the economy.
Our goal is for our activity in the energy sector to contribute to reduced energy costs for all.
– What can Cyta offer to the electricity market that the existing providers do not offer and how will you ensure that this expansion does not distract the organization from its key role in telecommunications? When should we expect the first step of your substantial activation in electricity?
As I told you, telecommunications remain our priority. The development of energy comes to work in a complementary way, utilizing the possibilities we have already developed: commercial experience, service channels, know-how in complex markets and a customer-centric culture.
We proceed with careful steps. We utilize the existing capabilities of the Organization, strengthen specialization where necessary and act based on operational planning, market requirements and the regulatory framework.
In terms of the timetable, we are at the stage of preparation. The first essential step will be taken when the necessary conditions are completed and the business model is ready to support a reliable and competitive proposition for the consumer.
We want to move quickly, but also responsibly.
Cyta's next phase will be built with the same consistency and reliability that characterizes its course to date.
More revenue beyond traditional sources
– What is your vision, Mr. Metzakis, for Cyta in the next five years and what would you like your personal footprint to be in this new period?
My partners know that I am committed to the essence and the result. I want a Cyta that stands out for the measurable value it offers every day to its customers.
A Cyta that continues its upward trend, relies on its own strengths and gains the trust of customers and society with projects, consistency and responsibility. Which remains a leader in telecommunications, while at the same time claiming its development in new markets.
My goal is, gradually, for an increasing part of our revenues to come from technology services, beyond traditional sources. I would like my personal imprint to be associated with this evolution and I am sure that we will succeed.
I believe very much in the potential of Cyta and its people. I have seen this in recent years, through the way they responded to great challenges and completed difficult and important projects. Their confidence, extroversion and commitment to the result give me confidence for the future.
