BJ Bison

Think of it as real estate. ATC is the landlord: it builds the site, with its tower, shelter, generator and fuel tank. The operators are the tenants: MTN, Airtel and others lease space on the tower and in the shelter, under agreements that set how the site must be kept. BJ Bison is the facility manager, running each site to ATC's directives, which follow from those agreements.

No two sites are the same. They differ in size, in priority and in class: Silver, Gold, Platinum, or Colo for a site shared by more than one operator. Each is run to the terms its tenants agreed.

I read the telemetry of every connected site in my three states, reconciled it with what the field teams logged, and turned both into reporting the operation could act on.

The hardest part wasn't the data. It was getting instructions to the field engineers and making sure they carried them out exactly. A directive starts in ATC's agreement with an operator, and by the time it reaches an engineer at a site in Ebonyi it has passed through several hands. A step lost along the way means a missed check, a wrong reading, or a site run below the standard its class demands. So I wrote instructions that couldn't be misread: the site, the task, the exact steps, and what to log as proof it was done. Then I checked the field data against them, so a skipped step showed up in a report before it showed up as a fault.

Findings travelled the other way too. A number on a dashboard means nothing until the right person acts on it, whether that's a field engineer, a diesel vendor, an operations lead or ATC itself, so every one said what happened, at which site, what the data shows, and what should happen next.

I built a fuel-consumption and theft anomaly analysis that flagged gaps between the diesel vendors said they delivered and what sites actually burned. It became a 20-page report and a reusable Excel workbook the operations team adopted for ongoing monitoring.

An OfficeTrack field compliance report reconciled logged site visits and refuelling against the expected schedule, giving operations a clear view of which vendors and field teams were keeping to it.

Reporting pipelines turned raw device data into weekly and monthly consumption, availability and anomaly reports for operations leadership. Before any of it reached a report it passed data-quality checks for completeness, timeliness and consistency across sources, and I worked with field engineers, vendors and operations leads to validate the findings and act on them.