YouSaid · the spoken record

Samantha R. Smith

lines on the record: 89
first: 2025-04-21
most recent: 2025-04-21
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“We are in the middle of a large turnaround in the consumer business. Verizon used to take the most share of growth. We had the lowest churn in 21 and 22, we lost our way a little bit. You know, my chairman Hans spoke about it. We got sloppy. We know it. So since then, we are back on the turnaround track to do that. It's a three-step turnaround. Step one for me was to fix sales, fix our stores, fix our compensation system, become a local company. We came to national. Everything was decided in this building. It didn't make sense for a company our size. Step two was to take care of a price premium. We had a 40% price premium to the market on our plans. I think that is unsustainable for us. Look, we had a better network. We know it. But 40% was too much for us. So we tweaked it. We are now down to 10%, 10 to 15, depending on how you look at it. I think it is sustainable. We are growing a non-connectivity business really well. The third journey for me was to get my churn back.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“To make it different, we would have to reprogram a bunch of billing systems, and that's costly. So this is how our pricing works. It was a very honest answer. It was also, I think, somewhat disillusioning in the moment, right? The pricing of the network plan was more related to the structure of the computer system that ran the billing than anything consumers could perceive. I'm assuming it's been a decade. I'm assuming everyone has upgraded their billing systems. But you announced this three-year price lock right on top of the tariffs. The marketing is that you want to give customers predictability. Lots of people have lots of feelings about wireless pricing. I have lots of feelings about wireless pricing. But that decision, you're going to lock rates for three years that touches your marketing, that touches your revenue, that touches your forecasting. How do you make that kind of decision?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“You got to make one gut, but we're making pricing, promotion, product fit decisions in my world. I think it's a little more data driven. So that is another area where I think I'll become a better manager if I practice more of that.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Tool to do that, and the second is how much data is enough to make a decision. This is something I think a lot more material has to be written. I promise I will not write a book on this when I retire. There are some groups who think they need 100% of the data to make a decision, some make it on a gut. I don't think both are right or wrong, but we also need a good framework to that as well. Like when are you ready to pull the trigger on things? And it's difficult in big companies, but it's also very difficult in startups. And I think it's a very different construct because in my business, I know the market, I know the customer, I have 100 years worth of customer experience and customer elasticity models to work with. It's a very different thing. When you're in a startup mode, you're creating a category that TAM doesn't exist. You're stretching PowerPoint to make your TAM real. And you have to rely more on the gut to make those calls. When it comes to people decisions, you can put them through algorithms.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Priorities to different people thinking they're going to get the best answer. I do not believe in that. I strongly believe, like I have extra time sometimes, rare, but I do have extra time. Like this afternoon from 4 to 6, I don't have anything on my calendar today. I will go back and saying, where can I take friction out of the organization? Because when my role is, my best use of my time is when I take friction out. For example, there's maybe friction between two groups. I go sit down with them, tell me why is the friction. Oh, so there's a We have an issue on priorities. Let's go sort it out. The minute you take friction out, people work well together. So organization gets devalued completely. Then it all comes back to decision making. And second is organization is always a moment in time issue because priorities change, people change, orgs change. So you can't use an org structure to drive performance in the field and priority. So I like decision making as a more powerful.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, because I think organization is a people construct piece. When people like each other, when they feel like their work is well taken care of and it's appreciated and they're in a framework that is well supported, they'll give it their best. I think people use structure sometimes to pit people against each other and give conflicting”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“It's fascinating. One, that was the Yours is an interesting answer because you've devalued the structure question and you've raised the value of the decision question. Most folks do it the other way around. Why make the flip?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“You know about who the nosayers are, you know, who's not ambitious, and you know about talent. So for me, decision making, it's a science and an art and one that I practice really aggressively every time I can.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Anything that is a two way decision that is low dollar, you just got to delegate it. Someone else can take the decision, you'll be fine. And you have to trust the governance model that there's a checks and balance or nothing bad happens. I try and spend 60% of my time on one-way decisions that are high dollar value, where to invest, what categories to do, who are the big leadership positions I want to fill on talent. I map every decision down to this framework and I actively manage it. And just moving from a staff role into a large ops role, the best way to understand how a company runs is to follow the decision making style. How are decisions get made? Who makes them? Who has the pocket vetoes? You can understand every single thing about a group you've inherited by just following decisions. Take five decisions, track them through end to end. That's it. That's all you need to know. You know about people. You know about pocket vetoes.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Dollars. Low dollar, I have a certain threshold in my head. These are low dollar decisions. And then you have high dollar decisions. You never want to spend time with one-way low dollar decisions. They're just bad. You should never even have one of those. But people spend time in companies on that. So I work very hard to not have those decisions at all. Because if something is a one-way decision and big enough, it better have high impact. If it's low impact, you shouldn't do it because there's risk in it and it's not worth it.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I have a framework for decision making. So it's a two by two matrix. Of course, any recovering consultant has to tell you that. On the x-axis, it's what I call a one-way decision or a two-way decision. One-way decisions for me are decisions that are really big that is very difficult to unwind. You know, it's things like buying other companies, even some big leadership decisions, pricing decisions, long-term pricing decisions, big product category that you want to be in. These are one-way decisions. The cost to unwind is very high, very painful, and will take a toll on the company and its finances. That's one. Then I have what I call two-way decisions. You know, it's a promotion, it's moving a few people around in the markets. It's trying different things with retailers, trying different compensation things. These are two-way decisions. They can be reversed. Damage can be limited. You could get to a bad decision, but you can limit the damage. Then on the other axis, I have low dollars and high.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“The other big Dakota question I ask everybody is about to decisions. You have a lot of decisions to make everything from going to try to buy spectrum to customer facing decisions. How do you make decisions? What's your framework?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Customer care know what you did in digital five minutes ago. There's a seam in the organization. You have to go and manage those seams, not get too bent about who reports to harm and what structure it is. And I think people tend to change structures a lot, hoping they're going to get magic out of it. But I think the magic is in friction, seam management, and never ever shipping your org structure or your product. Product should not look like your org.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“You know, I was a management consultant, I was with the Boston consulting group for very, very long time before this. And we had strong thesis on organization and structure. And then I became a day-to-day operator. As long as your structure is not crazy stupid, it works. It all comes down to people and taking friction out of the process. Because any structure will have a seam in it. Otherwise, the president of the country should be running every single thing on a single day-to-day basis. It doesn't work. So you break it up into a company, break it up into divisions, you will have a seam everywhere. The question is, how do you manage the seam? Because every time you ship a product out, you ship your org structure, we know it. So the question is, where are the seams and how do you take friction to take those seams out? So for example, customer care and digital. One is the digital channel, one is human being getting called. When you call up, does the lady on the customer?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“There any innovation in that structure a lot of you know we have a lot of startup founders come on the show that have big ideas about structure and then maybe they land in one of two or three different ones but then you see some companies show up and say okay there's actually efficiency from rethinking the structure telcos are big regulated companies obviously that shapes how you would run a company like Verizon but do you see any efficiency there compared to your big competitors like AT&T or T-Mobile?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Business really well, we should touch on that at some point. So she runs that. Monica Hammond runs all our customer service, customer care, customer success organized, and Brian Higgin runs customer experience and digital. So very typical Structure that we have, I think most telcos end up something quite similar to this.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“We worked with partners as well as we work, we have a lot of our call centers have partners, some of our stores have partners. So we have probably around 30-ish thousand people in the consumer unit broadly, but I probably end up managing directly or indirectly not of 100,000 people between a call center partners and our agents to do the work at Verizon Consumers tasked with. The way we are structured internally in consumer is we have a gentleman Frank Bullburn, who runs revenue for us. So he has product offerings, all the product offerings, the go-to-market sits with him. Then we have Kevin who runs a field. Look, people don't think we are the sixth largest retailer in America. We have 8,000 stores, exclusive stores between our brands. So Kevin runs all of that plus our relationships on the distribution side. Then we have Nancy. Nancy Clark, who runs our prepaid business. It's a fully integrated business. We've turned around the”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Droppings. We're going to get to distractions in a minute because there seem to be a lot, and there are some in the past around how high up this stack of applications and connecting people you actually want to go. Describe the structure of Verizon broadly, right? You've laid it out kind of in a big way, right? There's the network, there's business, there's consumer. How many people do you have in consumer? And then how is that actually structured inside of Verizon?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“We are not distracted as a company. It's very simple. People ask me, what do you do? I said, I connect things, I connect people full stop. There's no other business we want to be in. And Fiverr is part of that story.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Look, we love fiber. Some of it is personal. Look, I built And then in the middle, we slowed down a bit, but we slowed down a bit in the middle. It was mostly a capital allocation issue for us. We always liked the business. We committed to it at an OPEX level, but we had to invest in 4G. We had to buy the spectrum to invest in 4G. Then we had to buy the spectrum for 5G. So some of the capital that we would have put in fiber then, we ended up moving to the wireless side of the business. Now that the 5G is towards the back end of its build, we are back in the fiber business. We bought Frontier. We're going to close before the year end or maybe first part of 2026, first quarter of 2026, we'll close. That'll give us another 10 million homes. We're going to have a path to get to 40 million homes of fiber. And fiber is so resilient. The churn is very low. Customer satisfaction is crazy high. And then when you put the two together, mobile and home, the economics are fabulous. So we are really committed to a converged strategy on fiber plus mobility. And that's the business we are in.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Talked a lot about the mobile network. You also have oversight of FIOS, right? The fiber build out. Yes. Verizon has been up and down with FIOS over the 15 years that I have covered this company, right? Huge investments, huge government-backed investments, disinvestment, reinvestment. Where are you at with FIOOS now?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Look, you want people to be in the eighths and ninths for the vast part of their lives. Now, one of the things with network is it's a bigger issue as an industry we have to face is when things work well, nobody thinks of us. When things don't, it's a little bit like parenting sometimes. When the kids are happy, they don't think of us, and then when they're less than happy, they think of us. It's a little bit like that because 9x% of the time the network works flawlessly, whether the fiber in the home or the network wireless. And we are largely forgotten, which is good. But when it doesn't work over all the emotions come out in front. So we are trying to solve for that 1% where the network doesn't work, or we've disappointed the customer. So most of our work is isolating where it doesn't work. Because where it works, we know it, and we just got to let the machine run its course.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“A good score. If he had a score of five, we go and understand why the score of five happened. So every single customer is monitored 24-7 from a network performance perspective, and then we track them through the system.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Objective metrics of network performance. For a common person, if a call drops or a network data session goes, it's a bad. But we track it a million different ways by design. So having that common nomenclature, back in the day was dropped calls, thinking how many dropped calls did you have? We used to measure every single one of them. And then if a drop call happened, we used to go and do root cause analysis. Now it's data sessions. How many data sessions do you have? When did it drop? What were the speeds? How did the signal flow? So having really good instrumentation at local level is really important. We've created basically a digital twin for every single customer. So every customer has a digital twin in the network where we measure the network 24-7 and we give them a score. So Nile had a score. It's out of 10. You can say Nile had a 9.7 score this morning on his commute from A to B.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Consumer group has 85 90% of all the usage on the network, so maybe slightly still conversation there. But the way it works is network is a little bit like Scotch. It takes a long time to really get well. So decisions we make today on the network tend to show up three, four, five, seven years later down the line because it takes, there's a huge lead time to it. You got to procure the fiber, the backhaul, the sights, the spectrum to do that. So the way we start is what is the network I need to deliver my customer needs. And it's at a local level, you know, Infelphia, buy markets, what do I know? How much share do I have? What am I going to grow? Then we take that back to the network team and say, based on what assets you have, what's available, can you deliver this? Nine out of ten times they can't deliver it. The one out of ten times they can't, then we move our marketing plans if they don't have capacity, they're not going to get capacity in this market in the next few years. The second thing is having”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“How much impact do you have on the capital expenditure of building the network itself, right? You have a number of customers, the business side has a number of customers. Do you jointly show up in front of the core network team and say you need to build more capacity in Connecticut?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“To sites locally, getting access to better network technology at local level, having the people who know the network topology at local. It's a very local game, this network thing. And that's why you see Verizon tends to do well when local networks come into play.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Are two ways. One is is it a better network and then what people perceive it? We talk about national networks. We are the largest network because more consumers around us. But the end of the day network is a very local thing. The vast majority of our customers, I would say 60-70% of our customers never go outside a five-cell site travel zone for the year. So think about it. You may have a great network in Alaska, but 70% of your customers are not traveling within five or six cell sites outside their home or their workplace. So it's a very local conversation around how good your network is. Of course, there are some sections of people who travel a lot, people like myself who are on the road 150 days a year. It's a different equation. But for most people, how good is the network at home? How good is the network at work? How good is the network at commute? And that's what makes the experience. So you cannot have national standards to do these things. A lot of it is a local game getting access.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“That is as much a function of consumer marketing, experience. When I moved to New York in the early 2010s, it was just everybody had a BlackBerry and Verizon. And that impression is stuck with me for all this time. And maybe that's still the case that Verizon is the best. But what happened was I moved to New York in the 2010s and Singular had the best network in Chicago at that time where I moved from. And then Verizon was the best in the East Coast. And I'm still, I spend a lot of time thinking, where does that impression actually come from? Because no consumer holds two phones in their hands and says, this one has better service.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I think that's the heart of my question, right? Verizon is a company in a very reductive way, has to go to the government, lease a bunch of spectrum capacity, go to a bunch of tower operators. I think I always think it's funny that the biggest one is called Tower Co. It's just a very literal name that no one except you has to consider. You have to go to a bunch of tower companies and site operators, give them the spectrum so they can operate the towers, lease the capacity back from them to run your network. Your competitors might be on the same infrastructure, the same sites in many cases because it's so hard to build a cell tower in many places. And then somehow at the end of that, the consumer perceives Verizon's network as the best one.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“So whenever Hurricane falls or there's a natural disaster, our sites are up and running because we have backup on our sites. Second, we like resiliency on our sites. So there will always be a better operator and not a good operator. We know it. We've got experience 25 years experience, 30 years depending on how you count it in the space. And there will always be a gap. Now, is the gap narrowing between us and the second network? Probably yes. But there is always be a gap, and that's why people always choose us for the network. If you go and ask people who's the better network, they'll always end up saying Verizon. We have to stay on top of it, you know, using more AI in our operations, self-healing networks. Spectrum is another thing we have to keep buying a lot of spectrum. To put it. So there was always a case for a better operator and a better network.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Spent a lot of time covering telecom companies, in particular wireless and mobile companies. One thing that always feels opaque to me is that the differentiation that you can do to a business or a consumer based on the network, right? And this was a big fight in the neutrality days that you'd want to differentiate the actual network for different customers in different ways. And that has sort of waned. When you say you go to market for the customer, are you in charge of just things like pricing and promotion? Or do you actually get to say here's what the network can and cannot do?”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“You go by Sempath. You're the CEO of Verizon Consumer Group. Welcome to Coder. Am very excited to talk to you. It's a topsy turvy time in America, but telco stocks are doing great. Everyone needs internet service. And so there's a really interesting dynamic there that I want to explore with you. But first, we don't get a lot of telecom CEOs on the show. It's hard to understand how telecom companies are structured. So I want to start with the decoder question because all of these companies have been built by mergers and spin-offs and sales and recombinations. You were the CEO of Horizon's business unit. Now you're the CEO of the consumer group. Explain how all of this is structured and what Verizon Consumer actually is to people.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Verizon fought tooth and nail against net neutrality regulations. The second Trump administration isn't nearly as deregulatory as the first one. Trump FCC Chairman Brendan Carr says he's going to hold up deals, including some of Verizon's deals, because he wants to review things like DEI policies. That's a pretty big change in how aggressively our government regulates telecoms. So I asked Sempet if he was going to push back on that kind of government overreach as well.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Goal of all this was to differentiate these networks from another, and it basically didn't work for anyone, even though Verizon in particular fought the various net neutrality regulations that would have prevented this sideshow from happening in the first place. So yeah, Sombath and I got into the weeds and all that. You're going to hear him say that he thinks no one cares about net neutrality. And if you know anything about me, you know that, well, I disagreed with him.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Then I also spent a while talking about the push and pull of integrating content and applications directly into the network. Something at all the big wireless carriers flirted with in various ways, especially in and around the net neutrality debate. The idea of owning some content and treating it preferentially on your service was all the rage back then, and it led to some really big deals. AT&T bought Time Warner, Verizon bought Yahoo, and started something called Go 90. And for one brief moment of extreme weirdness, Verizon even owned Tumblr.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Still, the mechanics of all that build out are fascinating to me regardless of the hype. Building network infrastructure takes years. Everything from figuring out what spectrum to bid on to making deals for tower space to running fiber to them is a huge process. And I wanted to ask Sempoth how he balances all those very long, very tactical decisions against the decisions we all see and feel in very obvious ways, like pricing. Say, Samboth had one of the best answers to the classic Dakota question about decision making I've ever heard. Like I said, you can tell he was ready to be on the show.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“As you'll hear, Soundpath is a longtime Verge reader. And in particular, he's been paying attention to my coverage of both 5G and the net neutrality debates for a long time. So we talked very directly about whether the industry's huge investment in 5G has actually paid off, whether the race that we were all supposedly in with China was actually worth it. And what kinds of new apps and services actually came to light? You'll hear Sampath say that network capacity isn't a small thing, and 5G really helped with the explosion of mobile data. Although I was told we would all be doing robot surgery in driverless cars by now.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT
“Hello and welcome to Decoder. I'm Neil Patel, editor in chief of the Virge, and Decoder is my show about big ideas and other problems. Today I'm talking with Verizon Consumer CEO Samayan or Ryan Sampoth, who just goes by Sumpoth. As CEO of the Consumer Division, Sumpoth oversees the biggest part of Verizon, Verizon Wireless, which has more than 115 million wireless connections. FIOS, the fiber service, adds another 10 million or so consumer broadband connections to the mix. That's something a solid third of the country in business with Verizon and Senpai.”
2025-04-21 · Decoder with Nilay Patel · Verizon’s consumer chief: Net neutrality ‘went literally nowhere’ · IDENTIFIED FROM THE TRANSCRIPT