The telecommunication industry has been characterised by turbulence, but one leader who has achieved significant success in the industry is Sandy Mehra, the President and CEO of Telgoo5 Inc. He has over 20 years of experience in executive leadership with an exemplary track record of transforming Telgoo5 to a global provider of advanced billing, CRM and end-to-end telecom solutions, which are synonymous with speed, innovation and customer-centricity.
Sandy lives by the philosophy of getting 1 per cent better every day, and so he has always taken a step in making telecom more accessible and futuristic. In this interview, he communicates insights on his journey, leadership codes, and the strategic concept of navigating Telgoo5’s growth.
Q1. With over 15 years of experience in the telecom and technology space, how would you describe the journey that led you to your current role as President of Telgoo5 Inc?
I entered telecom as a builder, not a theorist. In 2006, I launched one of the first MVNOs on a leading network provider through the Telgoo5 platform, and that experience made one thing clear: operators needed a nimble, software-first backbone. We started Telgoo5 with a simple CRM and, step by step, built the platform we wished we’d had—first core billing, then inventory management, and ultimately a complete BSS. From there, we added an online charging system (OCS), wholesale enablement, offline charging and mediation, and the heavy lifting, like taxation and compliance.
My role has been to keep us ahead of the curve: spot patterns, productize them, and remove friction for operators. Most recently, we introduced our Enterprise Edition and are preparing an ISP Edition to serve broadband and converged providers. The through-line since 2006 is the same today: turn complexity into clarity so our clients can move faster than the market.
Q2. What core responsibilities do you handle at Telgoo5, and how do they align with the company’s vision of powering future connectivity?
At Telgoo5, my role is to set the strategic direction and ensure that our teams are aligned around a single vision: making telecom more accessible, scalable, and future-ready. Daily, that means overseeing technology development, forging partnerships with network operators, and guiding our product roadmap to stay ahead of client needs. I also spend significant time with our customers, because their challenges often shape our innovation pipeline. For example, our introduction of AI-powered customer support and real-time billing came directly from listening to telecom operators struggling with legacy systems. Beyond technology, I see myself as the custodian of culture at Telgoo5, ensuring we operate with agility, accountability, and empathy. Every responsibility I hold ties back to our vision of powering future connectivity by giving even the smallest operator the tools to compete like a major carrier.
Q3. As a leader overseeing international teams and large-scale operations, what principles or practices have helped you build high-performing global teams?
Leading international teams has taught me that culture, clarity, and trust matter more than geography. One principle I’ve always embraced is empowering local leadership, giving people on the ground the authority to make decisions rather than trying to centralize everything. It creates ownership and builds confidence. Another practice is over-communication; when teams are spread across time zones, clarity of goals and expectations becomes non-negotiable.
I also place a strong emphasis on mentorship, ensuring that leaders at every level are supported in their growth. Most importantly, I invest in building relationships, whether that’s visiting teams in person or simply taking the time to understand cultural nuances. High-performing teams are built on trust, and trust is built through consistent respect and transparency. For me, global leadership isn’t about directing from above, but about creating an ecosystem where people thrive together.
Q5. How do you ensure Telgoo5 stays ahead of market trends in telecom technology, especially in such a fast-paced and competitive environment?
Staying ahead in telecom means combining foresight with adaptability. At Telgoo5, we’ve built a culture of continuous learning — our teams monitor emerging technologies like eSIM, 5G, IoT, and AI, not just in theory but through rapid prototyping and pilot projects. I believe in listening closely to the market: many of our most successful innovations, such as predictive billing and no-code onboarding, came directly from client pain points.
We also place heavy emphasis on partnerships with Tier-1 carriers, device manufacturers, and cloud providers, which gives us early visibility into shifts that will shape the industry. Internally, we’ve adopted agile methodologies and a DevOps-driven approach, which lets us experiment, test, and deploy faster than traditional telecom platforms. In such a competitive environment, it’s not about predicting the future perfectly — it’s about being nimble enough to adapt when it arrives.
Q6. With several Fortune 500 BPO deals and global expansions under your belt, which milestones or recognitions have been the most rewarding in your career so far?
Every milestone has carried its own meaning, but the most rewarding ones are those where vision turned into reality. Securing Fortune 500 partnerships early in my career gave me confidence that global clients valued our approach.
At Telgoo5, enabling a telecom startup to launch nationwide in just 30 days — when the industry norm is three to six months — was a moment that proved our platform could truly disrupt the market. Being recognized on the Nasdaq Tower in Times Square was symbolic of how far we’ve come, while receiving the 2025 Global Recognition Award for Excellence in Telecom Service Innovation validated our impact at an industry level. But what stays with me most are not the awards, but the moments when clients tell us that Telgoo5 changed their business trajectory. That’s the recognition that matters most.
Q7. Balancing innovation, leadership, and financial strategy requires intense focus. How do you personally maintain equilibrium between your professional responsibilities and personal life?
For me, balance comes from intentionality. I learned early in my career that if you don’t define boundaries, the business will consume all of your time and energy. I make it a priority to structure my day in a way that creates space for family, exercise, and reflection. I’m disciplined about setting aside time for reading and learning, because that not only keeps me sharp as a leader but also helps me step back from day-to-day pressures.
I’ve also built a strong leadership team that I can trust, which allows me to delegate effectively rather than micromanage. That trust gives me space to recharge and focus on the bigger picture. I don’t always achieve perfect balance, but I’ve come to see it less as a fixed state and more as a practice of continuous adjustment, guided by my values.
Q9. As someone deeply embedded in telecom technology and customer service innovation, what advice would you offer to emerging leaders in this industry?
My advice is simple: stay curious, stay humble, and stay close to the customer. Telecom and technology are fields where the pace of change can overwhelm even seasoned professionals, so continuous learning is essential. Humility matters because no leader has all the answers; the best ideas often come from your team or your clients if you are willing to listen. And staying close to the customer ensures that your innovations solve real problems, not just theoretical ones.
I would also encourage emerging leaders to embrace resilience. This is an industry where setbacks are common, but those who see challenges as opportunities to adapt will thrive. Finally, build with purpose. Telecom is more than networks and platforms; it’s about enabling human connection. Leaders who remember that will create lasting impact.
Q10. Looking ahead, what goals or strategic directions are you most excited about pursuing for Telgoo5 in the coming years?
The next chapter for Telgoo5 is about deepening our role as the digital backbone for MVNOs and telecom providers worldwide. We’re focused on expanding our AI and automation capabilities to make every aspect of telecom operations—from billing to fraud detection to customer support—more predictive and proactive. We’re also investing heavily in eSIM, IoT, and 5G integrations, because those technologies will define the future of connectivity.
Another strategic goal is expanding into underserved markets where access to affordable, scalable telecom infrastructure can unlock enormous social and economic value. Finally, we’re strengthening our ecosystem partnerships, bringing together operators, device manufacturers, and digital platforms to create seamless, future-ready connectivity solutions.
That roadmap reflects how we build: start simple and add value relentlessly. From our earliest CRM to today’s end-to-end stack, we keep shipping products that remove operator friction. We’ve launched the Enterprise Edition of Telgoo5, and an ISP Edition is next—extending our customer-first, AI-first approach from mobile into broadband and converged connectivity. At its core, our mission remains the same: make it possible for any operator, anywhere, to launch and scale like a Tier-1 provider.