Technology not about hardware, software – Abidemi Alabi                                                                                                                         

As the year draws to a close, one figure in the global telecommunications space stands out for her quiet but transformative influence: Abidemi Alabi. For more than fifteen years, Alabi has built a reputation as a leader in the OSS and BSS domain, guiding the design, implementation, and management of network systems that power mobile […]

As the year draws to a close, one figure in the global telecommunications space stands out for her quiet but transformative influence: Abidemi Alabi.

For more than fifteen years, Alabi has built a reputation as a leader in the OSS and BSS domain, guiding the design, implementation, and management of network systems that power mobile connectivity worldwide.

In a rare interview, she reflects on a career that culminated this fall with the conclusion of her tenure at Ericsson Telecommunications Inc. and on the lessons she has drawn from leading some of the most complex projects in the industry.

“I have always believed that technology is not just about hardware or software,” she said, leaning forward with the poise of someone used to breaking down technical complexity into human terms. “It is about people, processes, and the trust you build when you deliver solutions that actually work.”

Her career began in 2007 when she joined Ericsson as an OSS Technical Integration Engineer. It was a demanding role that immersed her in the complex world of deploying network management systems, configuring fault and performance monitoring, and troubleshooting under pressure.

“There were days when an operator’s system went down and you knew entire communities were affected,” she recalled. “I had to learn quickly to keep calm. Every second mattered because downtime was not just an inconvenience. It was a disruption to people’s lives.”

By 2015 she had been promoted to OSS Solution Architect and Technical Lead, a position that expanded her responsibilities and influence. She was no longer just ensuring that systems functioned. She was now designing them, managing multi million dollar projects, and leading teams across geographies. “It was a big transition,” she admitted. “I had to think long term, anticipate risks, and create architectures that would last. At the same time, I had to translate those designs into simple terms for executives. They did not want diagrams of APIs or databases. They wanted to know if the system would keep them competitive and reduce costs. That became my strength, being able to move between the technical and the strategic.”

Her record reflected that strength. That year she managed three concurrent projects with a combined revenue target of more than 1.1 million dollars, all delivered ahead of schedule. “Deadlines are promises,” she said firmly. “When you break one, it is not just about missing a date, it is about breaking trust. I always told my teams that we were not just expected to deliver, we were expected to exceed expectations.”

She is especially proud of her work implementing advanced fault management systems that reduced downtime by 15 percent. “That number may not sound huge, but in reality it is massive,” she explained. “It means children staying online for classes, doctors being able to send patient information, and families not being cut off during important calls. That is why I take this work so personally. It is not abstract. It is about real people staying connected.”

Alabi’s reputation is not built only on technical excellence but also on her leadership. She has led teams of up to twelve engineers, pushing them to achieve while also mentoring them to grow. “I wanted my engineers to understand the why, not just the what,” she said. “When people know why something matters, they work differently. They become leaders themselves.”

Her commitment to empowering others extended to her clients. “You cannot just deliver a system and walk away,” she explained. “If the people using it are not confident, the system will fail. That is why I always built in training and workshops. I wanted client teams to feel ownership, not dependency. That is what creates sustainability.”

I asked her to describe how she handles emergencies when entire networks are at risk. She smiled knowingly. “I have had calls at two in the morning when a system went down. The first instinct for many is panic, but panic does not solve anything. The leader has to set the tone. I always start by assessing whether the problem is local or systemic. Then I pull the right people into action. If I remain calm and decisive, my team follows suit. Fixing an outage is not magic, it is experience. It is knowing which logs to check, where to look, and how to prioritize under pressure.”

What about when executives demand the impossible? “It happens all the time,” she said. “A client will want a major upgrade in a timeline that is not feasible. I have learned to be transparent. I show them the risks and present alternatives. Sometimes the solution is to phase the project, deliver the most critical parts first, and then build the rest. Executives respect honesty when it is backed with data and clear options. That is how trust is built at the leadership level.”

Her position as a woman in a male dominated sector has shaped her perspective. “I have been the only woman in the room many times,” she said quietly. “In those situations you feel the weight of expectation, sometimes even doubt. But I learned that results speak louder than anything else. Once you deliver, people stop questioning you. That is what I tell young women in technology. Do not dwell on being underestimated. Focus on producing results that no one can argue with.”

Her final months at Ericsson in 2023 were bittersweet. After sixteen years, she felt it was time to close the chapter. “Leaving was not easy,” she admitted. “I had been part of every transition, from 3G to 4G to preparing for 5G. I had trained teams, managed budgets, and built relationships across continents. But I knew I had given my best and that it was the right time to pause, reflect, and think about what comes next.”

Her reflections often return to Lagos, the city that shaped her career and perspective. “Lagos teaches you creativity,” she said. “The challenges are real and immediate, and they push you to find solutions that are practical and lasting. That mindset stayed with me no matter where I worked.”

As the interview drew to a close, I asked what she wants her legacy to be. She paused thoughtfully before answering. “I want to be remembered as someone who made systems work and who made people better. Technology will evolve. New networks will replace old ones. But if I have left teams, colleagues, and clients stronger and more capable, then I have done my job.”

Her words carried the weight of experience but also conviction. Abidemi Alabi’s story is not just the story of a woman in technology, it is the story of an expert who shaped how millions stay connected. In an industry where uptime is life and downtime is disaster, she has built her career on delivering reliability and building trust.

That remains, in her own words, the most valuable commodity in a connected world.