In Conversation with Jordi Martinez, Senior Manager, Vodafone

If you’ve ever wondered what the next frontier of telecom and intelligent connectivity looks like, Jordi Martinez is someone you need to pay attention to. With a career that spans more than 15 years across roaming, 5G, IoT, and global network transformation, Jodi isn’t just working at the edge of telecom innovation, he’s actively reshaping it. From pioneering Vodafone’s first 5G standalone roaming sandbox before the industry was ready, to championing platforms that turn core network capability into consumable global services, he has consistently built what others were still debating.

At the heart of his leadership philosophy is a belief that technology only matters when it accelerates human progress, clarity, trust, and collaboration over buzzwords and noise. Jodi operates where legacy networks evolve into platforms, and where global connectivity becomes intelligent and conversational. His approach blends deep technical insight with business pragmatism, proving that innovation isn’t just about systems, it’s about mindset and the courage to move before certainty exists.

He has influenced global standards, aligned international carriers, and helped shape the way operators think about scale, interoperability, and customer experience in an AI-enabled world. But talk to him long enough, and you’ll realise his superpower goes beyond engineering. It’s the ability to bring people with him, to build trust across cultures and organisations, to create space for experimentation, and to connect technology and humanity with uncommon clarity.

Whether you’re a telecom leader, a product builder, or anyone curious about how connectivity, AI, and real-time networks will redefine global experiences, this conversation will challenge your assumptions and expand your thinking. Jodi isn’t predicting the future, he’s building it.

Ready to explore what tomorrow looks like when networks get smarter, partnerships get more human, and leadership becomes an act of motion?

Let’s dive into Jodi’s vision.

You’ve started your journey in telecom when the industry was very different from today. Looking back, what’s a moment of change or risk that taught you the most about leadership and innovation?

One of the moments that taught me the most about leadership and innovation was when we decided to build Vodafone’s first 5G SA roaming sandbox. 

It was early 2021. The industry had a lot of questions, but very few answers. Specifications were not final. Vendors were not aligned. And many people believed that roaming hubs would not fit in a 5G standalone world. They saw them as legacy. Too slow. Too centralised. Not made for what was coming next.

Still, I felt we should move. We did not have a mandate. We did not have a budget. But we had one clear idea — if we could build something real, we might help shape the answers instead of waiting for them. So I designed the architecture, brought together a small team, and we built a working 5G SA roaming setup. Real SEPPs. TLS encryption. Full signalling flows between independent cores. At that point, SEPP chaining wasn’t even allowed in the spec. But we tested it anyway.

That sandbox changed the tone. It showed that hub-based 5G roaming could work.And the learnings we brought into GSMA and 3GPP helped influence how the specs evolved. Some of the gaps we found were later addressed. We didn’t just learn from the system. We helped shape it. 

But the biggest lesson wasn’t technical. It was about mindset. Innovation rarely starts with a perfect plan. It starts when someone decides to move, even when nothing is ready. That project taught me that leadership is not always about being told what to do.

It is about creating the space, the team, and the energy to explore what does not exist yet. And it reminded me of something I learned during my MBA, from one of the professors who inspired me the most — Miquel Lladó. He always said: fall in love with the future. That idea stayed with me. Because if you only love how things work today, you will never take the risk to build what comes next.

The future is where the opportunities are. But you have to move before it’s fully defined. That sandbox was not just a test. It was a decision to lead, when it would have been easier to wait.

Many marketing and brand leaders in our audience are grappling with rich messaging and automation. From your vantage point in global connectivity, what are the untapped opportunities businesses should be thinking about right now?

From where I stand, working in roaming, IPX and enabling MVNOs across different markets, I think one of the biggest opportunities is still being ignored: turning our infrastructure into a product.

We’ve spent years building platforms for internal use — IPX, charging, roaming stacks, subscriber databases — but most of that value stays hidden. What if we could expose parts of that as modular services? Make them easy to use, connect and consume, not just for ourselves but for partners. 

That’s how we open the door to B2B2X models. Today, more and more companies want to launch their own eSIMs, Travel SIMs or embedded connectivity in wearables, vehicles, even apps. But they don’t want the complexity that usually comes with telco integration. They want clear APIs, fast onboarding and someone who speaks their language. If we can offer that, we stop being just operators. We become enablers.

Another thing we don’t talk about enough is multi-country scale. A lot of players say they’re global, but in practice they’re running disconnected setups per market. That creates delays, duplicated cost and poor customer experience. There’s a big opportunity in building platforms that are really regional or global, where one integration lets you go live in several countries. And finally, we shouldn’t forget what the network can actually do. There’s so much value in the underlay. Real-time data, security, intelligent routing, location, fraud control. But we often leave that potential untapped. It’s not just about selling bandwidth. It’s about making the network smart, useful and trusted. 

So for me, the opportunity is not about launching the next big buzzword. It’s about making connectivity work better for others — faster, simpler and at scale. That’s where we can still make a difference. 

Conversational technology often promises “better engagement”, but in your experience, what actually makes communication meaningful, whether between carriers, partners, or end users?

In my experience, communication becomes meaningful when people stop thinking of it as just “exchange” and start treating it as alignment. That applies whether you are talking to a partner, a customer, or another engineer. 

I have worked for years in roaming and global connectivity. And one thing that never changes is that networks are only as strong as the relationships behind them. You can have the best infrastructure in the world, but if you do not understand what the other side is really trying to achieve, you are just exchanging packets. You are not collaborating.

In this industry, we deal with complex integrations, long cycles, different time zones, and very different agendas. So for me, meaningful communication means three things: clarity, context, and care. You need to be clear on what you are saying. You need to give the other person enough context to connect the dots. And you need to care enough to adapt your message to what actually matters to them. That is the only way to make technical conversations useful and business conversations real.

I have also seen that the way you communicate often sets the tone for the whole project. If you come in with rigid documents and no space for feedback, it feels like a transaction. But if you bring a bit of yourself, a bit of curiosity, and some vulnerability — people open up. And that is when real progress happens. 

This is also why I enjoy working with experts from different countries and disciplines. Because when you manage to create shared understanding across that diversity, the outcome is always stronger. And the conversations are more human. 

So yes, we all want “better engagement.” But to me, that starts with something very simple. Listen. Say what you really mean. And don’t try to sound clever — try to be clear. The rest will follow.

You’ve worked at the intersection of 5G, IoT, and roaming. How do you see these technologies converging with conversational platforms to redefine customer experience in the next 3-5 years?

People often talk about 5G, IoT, and conversational platforms as if they are separate technologies that will eventually converge. But if you look closely, that convergence is already happening. The infrastructure is mature. The intelligence is available. What is missing is global standalone 5G coverage and the shift in mindset to design experiences that treat these layers as one. 

5G gives us the responsiveness and latency to act in real time. IoT brings the context, with millions of signals about what is happening, where, and why. Conversational platforms are evolving fast. They are no longer limited to chatbots or scripted flows. They are becoming the interface between real-time decisions and human understanding.

At Vodafone, we have had a front-row seat to this evolution. We lead in global IoT and we operate one of the most advanced international roaming platforms. So we are not just talking about convergence. We are already engineering it. Whether it is a device crossing borders or a customer landing in a new country, we already have the data, the policy, and the triggers. What we are now unlocking is the intelligence to make the experience proactive and conversational.

Imagine this. The network detects that a connected vehicle has entered a new country, recognises its roaming profile, and instantly applies the right policy while triggering a message to the fleet operator. Not a generic alert, but a useful, contextual prompt, delivered through a conversational layer. That is not a future vision. That is something we could do now if we design for it.

Over the next few years, what will change is not the technology itself but our ability to orchestrate it properly. To move from reactive support to anticipatory experience. To shift from siloed data to connected moments. To make networks feel human. That is what excites me. Not just where the technology is going, but what becomes possible when we start treating it as already here.

AI agents and messaging automation are moving fast, but so are concerns around trust and ethics. From your point of view, how should businesses approach the responsible use of AI in communication?

I am absolutely in favour of using AI in communication. I think it is one of the most powerful shifts we are going to see in our lifetime. But we also need to be mindful, because speed cannot come at the cost of trust.

If you look at the history of telecom, we have always worked with systems that require precision and responsibility. People rely on us. And I believe the same mindset should apply to AI. This is not just another wave of automation. These systems are shaping how people experience brands, how decisions are made, and how support is delivered in real situations. That brings a different level of responsibility.

The first step is transparency. If an AI agent is speaking to a customer, it should be clear that it is not a human. If the response is based on data or assumptions, the customer should be able to understand where it comes from. People do not need magic. They need clarity.

The second is relevance. AI should not be used just because it looks advanced or sounds clever. It should be used to improve something real — like speed, access, consistency, or personalisation. If it does not create value for the customer, it is not innovation. It is noise.

And there must be human accountability. AI can interact, suggest, even decide. But someone has to take ownership of the outcome. Businesses should define clear guardrails, audit their models, and make sure there are fallback paths that bring a human in when needed.

I believe we are still early in this transformation. There will be mistakes. But the companies that build with integrity from the start will be the ones people trust in the long run. You cannot build trust as an afterthought.

So yes, I support AI in communication. Strongly. But I also believe that how we use it today will shape how people experience it tomorrow. And that is a responsibility we need to own.

Looking back on your 15+ years in telecom, what’s one mindset shift that helped you grow as a one of the most recognised leaders in our industry, and that you think today’s marketers and decision-makers could benefit from adopting?

The biggest shift for me was understanding that leadership is not about having all the answers. It is about creating movement. And not just for yourself, but around you.

I started out focused on delivery and depth. I became someone others could count on. But I soon realised that no matter how strong you are technically, your impact will always be limited if you do not know how to bring people with you. You can be right, and still not get anything done. That is where connection comes in.

Building relationships is not a soft skill. It is a core skill. In global organizations and fast- changing environments, what really drives progress is trust. And trust only comes when people feel heard, respected, and safe to move. I have learned to invest time in understanding others, to build coalitions across teams, and to create the kind of alignment that allows things to accelerate instead of stall.

I do not think my value comes just from knowing the tech. It comes from connecting people who would not otherwise talk. From asking questions that move the conversation forward. From translating complex problems into shared direction. And doing it with empathy and presence. Because people respond to how you make them feel, not just what you say.

Above all, I value resilience. The kind that keeps you focused when results are not immediate. The kind that helps you navigate complexity without losing direction. In this industry, and in leadership, things rarely go as planned. Resilience is what keeps you in the game, and makes you stronger with each challenge.

This mindset is rooted in my background as a swimmer. You train for months to improve one tenth of a second. You do not always see the results straight away, but you still show up. That discipline and patience have shaped how I approach change. Stay consistent, keep the long view, and never underestimate the power of small improvements.

Leadership, to me, is about clarity, resilience, and human connection. If you want to move something complex, you need to build trust. If you want to do it at scale, you need to build relationships. And if you want to do it sustainably, you need to create an environment where others can grow with you. That is what I have learned. And that is what I carry into every project I lead.

Partnerships are a big part of your role, especially with global carriers. What makes a partnership truly successful in today’s ecosystem of telecom, tech platforms, and conversational AI?

For me, a successful partnership starts with trust. And I do not just mean institutional alignment. I mean real human trust. Between people. If I know the person on the other side is honest, open, and genuinely committed to solving problems with me, then we can work through almost anything. But trust is not a statement. It is a behaviour. You have to demonstrate it constantly. Through your actions, your clarity, and your consistency. Especially when things are uncertain or uncomfortable.

To build trust, you need to be genuine. Helpful, transparent, natural. You need to care about the outcome, not just your role in it. In my experience, people respond to that. When you show up with authenticity and a real willingness to make things work, others open up. And that is when real progress starts.

The second piece is shared purpose. The best partnerships are not transactional. They are built around a common outcome. Whether it is roaming evolution, IPX transformation, or launching new MVNE models, I always ask what we are trying to unlock together. Who are we doing this for. What are we enabling. If we align there, everything else becomes easier because we are solving for the same thing.

The third element is speed with integrity. Telecom does not operate in a vacuum anymore. We are constantly in dialogue with cloud platforms, AI vendors, and digital ecosystems. Everything moves fast. A strong partnership has to keep up without compromising quality or accountability. It has to create space for experimentation while still holding onto principles.

And here is something I have learned over time. Not everyone needs to be great at everything. The smartest partnerships are the ones where each side brings their best and respects what the other brings. You multiply strengths. You let your core meet someone else’s core. That is how you build something exceptional. Something you could not do alone.

In today’s environment, with stretched margins, saturated markets, and few truly disruptive plays, that kind of partnership is not just nice to have. It is essential. It is how we stay relevant. How we adapt. And ultimately, how we build things that matter.

Finally, if you could give business leaders one piece of advice about preparing for the future of telecommunication, what would it be?

Rethink how your organisation builds, not just how it operates. The future of telecom will not be shaped by bigger networks alone, but by smarter ways of creating value on top of them. That requires speed, clarity, and the courage to challenge old habits.

Give your teams the space and tools to decide. Let decisions happen close to the customer, where product and context meet. Empower product managers to act like owners. Remove unnecessary layers. Prioritise trust over control.

The organisations that thrive will be the ones that move fast with purpose. Communication is not just how you speak. It is how you build, how you lead, and how you earn the right to be part of someone else's journey. Prepare for that.

Rapid Replies:

One app or tool you can’t live without, work or personal?

I deleted Instagram and Facebook years ago. I still use WhatsApp, but what I really can’t live without is my gym. Sport resets me. 

A tech trend you’re secretly excited about, but most people haven’t noticed yet?

I use ChatGPT to explain things for dummies and I’m good with that. The trend I like is tech getting more human.

Early adopter or wait-and-see type when it comes to new technology?

If it helps people or speeds things up, I try it early. But I don't chase trends for fun.

Chatbots or AI agents, which do you think will truly change customer experience first?

AI agents. If done right, they’ll finally move us from answering questions to actually solving problems.

If conversational AI could handle one part of your day perfectly, what would it be?

The stuff I don’t care about. Admin noise. Things I already delegate to AI today, because my energy belongs elsewhere.

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(Thank you, Jodi, for sharing your perspective on the future of leadership and telecom in an AI-first world. Your journey reminds us that progress comes not only from technology, but from clarity, and trust. Your emphasis on building movement, empowering teams, and designing for what’s next rather than defending what’s familiar offers a powerful blueprint for leaders navigating rapid change. We appreciate your candor and commitment to making networks, and the industry around them, smarter, more open, and more human.)

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Vodafone at a Glance:

Vodafone is a global leader in connectivity and digital transformation, its mission is rooted in the belief that meaningful connectivity can improve lives and create positive impact for communities and the planet. Through advanced networks and digital innovation, Vodafone empowers people and businesses, ensuring everyone, regardless of location or background, has access to opportunities in an increasingly connected world.

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