From Telecom Towers to Energy Systems: A Career Built on Grit and Adaptation

Theo’s career began in the early 1990s, when South Africa was entering a new era of connectivity. Trained as an electronics apprentice at Alcatel Altech, he found himself on the front lines of one of the most transformative industries in history — mobile telecommunications.

When cell networks were still a novelty, Theo was helping to build them — literally.

“In the early days,” he recalls, “there was no mobile network. If you had a problem on-site, you couldn’t just call your boss. You had to drive for hours to the nearest town to make a phone call.”

Those early projects taught him resilience, risk management, and the importance of simplicity in execution. As he helped expand telecom infrastructure across Africa, from South Africa to Namibia, the DRC, and Rwanda, Theo learned to adapt to local conditions — scarcity of materials, unpredictable logistics, and the constant test of innovation.

“Even getting cement or clean water to build was a challenge,” he says. “But you learn fast. You learn to simplify the complex.”

Lessons from the Field: Simplicity Is the Ultimate Sophistication

Theo’s approach to leadership is grounded in systems thinking — understanding how every part of a complex process interacts and how simplicity can unlock efficiency.

He shares a defining lesson from his early days at ABB, a global engineering company:

“I built a process automation model that I thought was brilliant — technically perfect. But Zurich headquarters told me, ‘It’s too complex. It’ll take forever to implement.’ That was a turning point for me.”

For Theo, complexity isn’t a sign of intelligence — it’s often a barrier to progress. The real art of leadership lies in breaking down grand visions into practical, scalable steps that people can actually execute.

“Whatever the complexity,” he says, “you have to make it simple for the people who will implement it. That’s where real change happens.”

The Power of Systems Thinking in Scaling Infrastructure

At the heart of Theo’s philosophy is systems thinking — the practice of viewing problems as interconnected rather than isolated. Whether building a telecom tower or deploying renewable microgrids, every component — logistics, community engagement, cost structure, and local capacity — must work in harmony.

He explains:

“Scaling isn’t just about size; it’s about balance. You can’t expand one part of a system without adjusting the others. Logistics, cost, and people — they all have to align.”

In Africa, this systems-based approach is essential. Logistics can be unpredictable, roads can vanish overnight, and access to remote regions may depend on weather, trust, or even a single bridge.

“When we built sites in the DRC, sometimes we had to fly equipment in Antonov planes, unload them into boats, then mopeds, just to reach one village,” Theo recalls. “Scaling requires both creativity and humility.”

Conscious Capital and the Rise of Impact Finance

Beyond engineering, Theo has also become a strong advocate for conscious finance — a new wave of investment that values impact as much as returns.

“Africa is going through a fascinating phase,” he explains. “We’re seeing private equity and family offices move away from pure ROI toward impact and conscious capital.”

In the past, billions have been invested in Africa’s infrastructure — ports, highways, energy grids — but not all of it has improved the lives of rural communities. Theo believes that’s because much of the funding stayed too far removed from the people it was meant to serve.

Conscious capital, he says, must bridge that gap — funding models that empower communities, unlock suppressed demand, and create circular growth where money flows back into local economies.

“It’s not just about financial return,” Theo emphasizes. “It’s about lasting impact — the kind that gives rural families access to power, opportunity, and dignity.”

From Telecom to Energy: Transferring Lessons Across Industries

Theo’s decades in telecom taught him invaluable lessons that now guide his work in the renewable energy sector.

Both industries share striking similarities — complex logistics, remote sites, high risk, and the need for reliable systems. The only difference is that now, instead of building towers for communication, he’s helping design systems that bring clean power to off-grid communities.

“Telecom required civil works, structural design, electrical installation, logistics — everything. Solar and clean energy systems are built the same way,” he explains. “The skill sets are highly transferable.”

This cross-sectoral knowledge is critical for Africa’s clean energy transition. It enables faster implementation, more efficient systems, and — most importantly — a people-centered approach rooted in local realities.

Anchor Clients and Distributed Value Chains

A core concept Theo champions is the anchor client strategy — a model that helps stabilize early-stage projects by aligning them with reliable long-term partners.

In telecommunications, anchor clients were often large mobile operators who ensured consistent demand. In energy, anchor clients can take new forms — private businesses, institutions, or clusters of communities that ensure consistent usage and local ownership.

“Anchor clients create trust and continuity,” Theo explains. “They help de-risk expansion into new regions by providing a stable base. It’s like building a strong foundation before the walls go up.”

He also stresses the importance of distributed value chains — systems that decentralize production and empower communities to participate at every level, from manufacturing components to maintaining installations.

This model not only increases resilience but also ensures that economic benefits stay within communities rather than flowing out.

Scaling in Africa: The Challenge of Distance and Context

Scaling infrastructure in Africa is not just a technical challenge — it’s a logistical and cultural one.

“You can’t copy-paste solutions from urban centers into rural areas,” Theo warns. “What works in Accra may fail in the north because the context is completely different.”

Distance, weather, and access remain major barriers. Rural sites can cost up to 30% more to build than urban ones simply due to logistics. But Theo sees this as an opportunity for innovation, not defeat.

“We have to design systems that fit the context — modular, affordable, and resilient,” he says. “If we don’t adapt, we can’t scale.”

He emphasizes that real progress requires patient capital — investors willing to accept longer timelines and more flexible returns in exchange for long-term impact.

Leadership, Mentorship, and the Human Factor

With decades of leadership experience across ABB, Ericsson, and now Tangelic, Theo has one golden rule:

“People build projects. Technology supports them.”

He believes that strong teams, mutual respect, and open communication are what sustain complex systems. Transparency and mentorship are vital for keeping teams aligned with the vision.

“You have to align everyone behind a clear, simple vision,” Theo says. “Don’t overload it. Then you take it one step at a time — test, learn, improve, repeat.”

He compares scaling to the proverb of eating an elephant:

“You eat it one piece at a time. That’s how we built networks across Africa — site by site, lesson by lesson.”

Integrity in Impact: Choosing the Right Partners

Theo is equally passionate about ethics in development work. While grants, CSR funds, and donor investments are valuable, not all money is equal.

“Some CSR budgets exist just to polish a company’s image,” he says. “We must do our homework. If a partner’s integrity is questionable, we walk away. Communities deserve better.”

He stresses that Tangelic’s ethos is built on integrity and transparency — ensuring that every partnership aligns with community needs, not just donor priorities.

“Integrity is our compass,” he adds. “We’d rather move slower with purpose than fast without principles.”

Pragmatism and Persistence: The Twin Engines of Leadership

When asked what keeps him going after decades in the field, Theo’s answer is simple: grit.

“We’ve had projects where we could only work under UN protection,” he recalls. “If we had given up, nothing would’ve been built.”

His advice for aspiring changemakers?

• Find a mentor.
• Be honest — with yourself and your team.
• Stay pragmatic.
• And most of all, never lose sight of the vision.

“Vision without action is just a dream,” he says. “Action without vision is chaos. You need both.”

Looking Ahead: Building Trust, Access, and Opportunity

As Tangelic continues its mission to expand clean energy access across rural Africa, Theo sees enormous opportunity on the horizon.

“The biggest opportunity is impact,” he says. “Seeing people’s lives change — women spending less time collecting firewood, children studying after dark, clinics keeping medicine cold — that’s the real reward.”

For Theo, technology is not just about innovation; it’s about dignity and empowerment. Each solar panel installed, each microgrid launched, represents a step toward a more equitable world.