Carlos Moltini, the current CEO of Telecom Argentina, will conclude on December 31 this year with his leadership to take on new responsibilities in the company, "focusing on strategic plans for the same," telco said in a statement.
"As determined in 2018 in the two-year Argentina-Cablevisión post-merger telecommunications plan, Carlos had the responsibility to lead the merger consolidation process, articulating structures, networks, services and cultures, of which today is a leading telecommunications company and one of the most important in Argentina", He detailed.
Moltini was in charge of "synergistic articulation of human, technological and manufacturing resources between Telecom-Personal and Cablevisión-Fibertel", launching the Flow platform and developing high-speed mobile and fixed networks, "including the expansion of city and long-distance optical structures and universal 4G service, ”among others.
Parallel, The Executive Board has recommended that the Board of Directors appoint Robert Nobile as a replacement, until now Deputy General Manager of the company, Nobile was COO, a position he has held since arriving in 2016. Prior to that, he worked at Cablevisión for 10 years, first as COO and then as Deputy General Manager. He also passed Arthur Andersen (today E&Y), Honeywell and the Clarin Group. He is a public accountant at the University of Buenos Aires and recently completed the Advanced Management Program (AMP) at Harvard Business School.
"Robert's appointment, with solid training and experience in the telecommunications industry, reaffirms the commitment of majority shareholders to continue to grow with a focus on quality of service, technological leadership and continuous innovation.", the company noted.
A year ago, in an exclusive interview with Infobae, Moltini said: "We're not coming together to support that status quo but to provide the consumer with better options and better quality of service. We are here for competition, we believe in competition. "
And at the most complicated part of this process, he emphasized that it was not about absorption, but rather "two cultures that must be 'mixed' to create a new one."
"It took us three months to come up with a plan: as a public era and other quasilegia, we had a Chinese wall between them and we couldn't communicate before. Until the merger plan was defined, we had it in March and shareholders approved it. time had three central pillars. One is the development of an unprecedented infrastructure in Argentina that enables the company to provide both fixed and mobile services with different characteristics. which puts us in the standard of service like the one big US companies have: a landline like Comcast and a mobile network like AT&T, "Moltini said.