Posted on: 10th November 2026, by Tracey Wright
In the first article in our 25th anniversary series, our founder, Linus, reflected on his career and how that led to the creation of Magrathea. In the second, Martyn – our Technical Director and a shareholder from the very early days – explored how our business and the wider industry have developed over the past two decades.
So, in this third and final article, my task is to look ahead. Thanks guys!
Predicting the future is a difficult business, particularly in an industry that rarely stands still. But I’ve always loved the saying, “The best way to predict the future is to create it”, and that sentiment is the inspiration for this article.
After 25 years of building Magrathea, that feels like the right starting point. We cannot anticipate every technological development or change in behaviour. The pandemic alone showed how quickly our working habits, priorities and economic circumstances can change.
We can, however, be clear about what our industry needs to do better, where we can make a difference and the business we intend to build.
And we still have plenty to do.
Will telephone numbers still exist?
The question I’m asked most frequently is whether telephone numbers will still exist in the future.
More than ten years ago, someone told me with absolute certainty that telephone numbers would be obsolete within the decade. I disagreed then and I disagree now.
Telephone numbers have been used for well over a century and are firmly embedded in our everyday lives. When we want to speak to our family, the doctor or the plumber, we still reach for our phone and call a number. Telephone numbers appear on business cards, websites, adverts and shopfronts because they provide a familiar, widely understood way to get in touch.
Their role also extends beyond making calls. From two-factor authentication to your local takeaway recognising who is calling, numbers help connect our identities to the services we use. That does not make a telephone number proof of identity – spoofing is a subject for another article – but it does demonstrate how deeply numbers are woven into everyday life. Replacing them entirely would require far more than an alternative way to make a call.
Of course, we can already communicate through many applications without knowing someone’s number. Our habits will continue to evolve.
I expect that telephone numbers will become increasingly invisible to users while remaining an important part of the infrastructure that connects us. We already select contacts, click calling links or ask devices to connect us without ever entering a number. The number has not necessarily disappeared; it may simply be doing its job behind the scenes.
The networks and applications supporting our communications have changed enormously. The telephone number has endured because it provides a simple, widely recognised way of directing a communication to the right destination.
So, my prediction is that telephone numbers will remain an important part of our communications infrastructure for many years to come. We may use them differently and be less conscious of them, but becoming less visible does not mean becoming less relevant.
There is an important distinction here: having a telephone number does not necessarily mean using it to make a traditional voice call.
And that brings me to my next question…
Will we still want to talk to one another?
I’ll put my head on the block and say yes.
We are social and complex creatures. The technology that enables voice communication will continue to change, just as it has over Magrathea’s history, but the value of speaking to another human being at a distance will endure.
Exchanging ideas, resolving complicated issues and picking up on someone’s tone are often easier in conversation than through messages or emails. Sometimes a quick call can resolve something that would otherwise take a lengthy exchange. And sometimes we simply want to hear a familiar voice.
Voice is finding new uses too, thanks to AI. Voice assistants, transcription services and conversational tools are making spoken interaction a convenient way to engage with technology. That doesn’t necessarily signal a return to traditional telephone calls, but it does reinforce that speaking remains one of the most natural ways for us to communicate even when talking to a device.
So, while our use of traditional telephone calls may continue to change, voice communication has a lasting role. Our industry needs to ensure that the infrastructure supporting it evolves alongside the ways people choose to use it.
A smarter, safer and more connected industry
If telephone numbers and voice communications are here for at least the rest of my career, what do I think will change?
My overriding prediction is that the next decade will be shaped as much by making better use of what we have already created as by introducing new technology.
The industry has spent years moving away from traditional infrastructure towards more flexible IP-based networks. That gives us scope to rethink processes, commercial arrangements and technical standards carried forward from the old world.
There are several areas where I believe we can make meaningful progress.
Finally making number porting work properly
First, I am going to be optimistic: we can finally make number porting work as it should!
Porting itself may not be the main driver for change. The pressure to tackle fraud is creating a wider need for better information about telephone numbers, and that work could benefit porting greatly.
One of our challenges is establishing accurate, accessible information about which provider is responsible for a number at any given time.
A central repository, or another trusted means of sharing that information, could support fraud investigations, improve accountability and make number management more efficient. The same information could also help simplify porting.
It will not solve every problem. Porting involves commercial arrangements, operational processes and coordination between providers, all of which need attention. But better information would give us a stronger foundation and remove some of the unnecessary complexity that has frustrated providers and customers for years.
Moving a telephone number should be a routine, dependable process. It should support customer choice without creating avoidable uncertainty or consuming disproportionate time.
By the time Magrathea celebrates its 35th anniversary, I want us to be discussing what better porting has enabled, rather than why it still needs fixing!
Improving emergency communications
Emergency calls are another area where the next decade needs to deliver meaningful improvements.
For many years, Martyn has supported the work of the NICC, our industry’s technical standards body, to improve the accuracy and availability of location information associated with emergency calls.
As we move further into an all-IP environment, we have opportunities to improve how that information is obtained, verified and passed between networks and emergency services.
Currently, location information can depend on records supplied in advance, which may not reflect where someone is actually making a call. That becomes particularly challenging when a service can be used from different locations.
The objective is straightforward: give emergency services accurate, timely information that helps them reach the person who needs assistance.
Delivering it is more complicated. Technology alone will not resolve the challenges around investment, common standards and coordination between systems. Progress requires organisations across the industry to work together and turn technical possibilities into services that function consistently in practice.
This work may attract less public attention than a new application or product launch, but its potential benefits are enormous. When every second matters, better information can make a critical difference.
Magrathea will continue contributing its expertise to help move that work forward.
Restoring trust in telephone calls
Anyone working in telecoms or technology right now will know that fraud is one of the biggest challenges we face.
It harms the people targeted, damages the reputation of our sector and undermines public trust in telephone calls. It also places increasing pressure on communications providers to demonstrate they are taking effective action.
Do I think we can stamp it out entirely? No.
Do I think we can, will and should do more? Absolutely.
I’ve written extensively on this elsewhere, but the priorities remain clear: greater transparency across the communications supply chain, clearer accountability and more effective action against those who consistently fail to meet acceptable standards.
We need to revisit outdated policies, improve intelligence sharing and make it easier to trace fraudulent calls to their source. Everyone involved in carrying traffic needs to understand and fulfil their responsibilities.
I’m not generally a fan of increased regulation, particularly when it creates unnecessary complexity and cost for smaller providers. However, there are some fundamental rules we should all be happy to follow for the greater good.
Ofcom needs the appropriate powers and tools to deal effectively with non-compliance, alongside clear expectations that providers can put into practice. Together, these would benefit the entire industry.
I also expect regulators to look more closely at whether the distinctions between traditional telecommunications and internet-based communications remain appropriate.
As services such as Microsoft Teams, WhatsApp and other communications applications become more integrated into everyday life, questions around fraud, security, resilience and user protection increasingly cross those boundaries.
That doesn’t mean every application should be regulated in exactly the same way. It does, however, mean we need a coherent approach that reflects how people communicate and where the risk lies.
Trust is fundamental to the future of voice. Protecting it must remain a shared industry priority.
Making interconnection more efficient
Another area where I expect progress is in the way networks exchange calls.
The retirement of traditional TDM infrastructure has already transformed interconnection. IP-based connections are now commonplace, but many commercial and operational arrangements still have their roots in older network structures.
There is scope to go further.
For example, we could develop something closer to an internet peering exchange, designed around the specific requirements of voice traffic.
At Magrathea, we already offer a smaller version of this concept through MagHub, enabling networks to exchange traffic more efficiently.
A wider, collaborative industry model could reduce unnecessary routing, improve resilience and make interconnection simpler and more cost-effective.
Its success would depend on sound technical design, clear responsibilities and arrangements that give providers a reason to participate. Whether it develops through existing industry organisations, a not-for-profit initiative or another collaborative approach remains to be seen.
The principle, however, is sound. Rather than simply replicating old network structures using new technology, we should be looking at how to make the entire system work better.
Resilience must become part of everything we do
Finally, I believe resilience will become an increasingly important priority over the next decade.
As communications become more integrated, our dependence on cloud platforms, interconnected networks and third-party infrastructure continues to grow. So does the potential reach of a failure.
We have all seen how a problem in one part of the technology supply chain can affect services far beyond its original point of failure.
I expect the focus on resilience to move further towards demonstrating that services can withstand disruption and recover effectively. Having backup systems is essential. Knowing that they work when needed is equally important.
That requires thorough testing, effective monitoring, clear responsibilities and a detailed understanding of the dependencies between providers. It also means checking the assumptions behind a resilience plan: whether apparently separate services depend on the same infrastructure, for example.
No organisation can deliver resilience entirely on its own. We all depend on others, and others depend on us. Understanding those relationships is part of delivering a dependable service.
The industry has made considerable progress in this area, but there is still plenty of work to do.
For Magrathea, resilience will remain fundamental to how we design, operate and invest in our network. The technology and threats may evolve, but the expectation that communications should be available when people need them will remain constant.
So, what does all this mean for Magrathea?
We have made a conscious decision to remain focused on what we do best: providing wholesale voice and network services that other communications providers can depend on.
Our strength comes from understanding our part of the industry extremely well, maintaining control of our core network and having the flexibility to respond to what our clients actually need.
That includes helping smaller communications providers navigate increasingly complex requirements. These businesses make an important contribution to competition, innovation and customer choice, but often face demanding obligations without the specialist resources of a major network operator.
Through practical tools, guidance and network capabilities, we can help clients meet those obligations. That has long been part of our approach, and it will become increasingly relevant as services and requirements develop.
Being a smaller business doesn’t limit our ambition. Our independence allows us to make decisions for the long term, while our size helps us stay close to clients and respond quickly.
We are often described as providing the plumbing of the telecoms industry. It might not be the most glamorous description, but it recognises something essential: even the cleverest applications need dependable infrastructure behind them.
That’s why we continue to invest in the fundamentals, ensuring our clients can concentrate on creating innovative services, confident that the network behind them is in safe hands.
We are proud of the reputation we have built over the past 25 years, and we know we need to keep earning it. Trust comes from the quality of our services, the relationships we build and how we respond when things go wrong.
No network can promise to be entirely fault-free. We can commit to investing in our infrastructure, our people and the processes that help us identify, manage and resolve problems effectively.
We will also continue using our industry experience and influence to support sensible, pragmatic changes that benefit the wider communications market.
And most importantly, we will keep listening to our clients.
Some of our most valuable developments have begun with a relatively small request that opened up a better way for a client to build or deliver a service. Staying close enough to hear those requests – and having the expertise to act on them – will remain central to how we work.
Extending our capabilities into mobile
Earlier I suggested that the boundaries between different types of communication will continue to blur. Our move into mobile is a practical example of how we are responding.
We have wanted to bring mobile capabilities into the Magrathea network for many years. We now have a solution that delivers the integration and quality we have been looking for.
Currently in beta testing and expected to launch fully this year, our new mobile service will allow us to offer mobile numbers and SIMs that integrate with the Magrathea network.
Clients will be able to use our established tools and features to manage inbound and outbound calls across fixed and mobile services. That gives them more flexibility in how they build their own solutions and support their customers.
We have designed and tested the service around practical use cases. Our focus remains on extending the wholesale capabilities our clients already value, giving them more options to develop their own services.
I am excited to see what clever applications they create. As always, their feedback will help shape what comes next.
This is the kind of innovation that suits Magrathea: building on our expertise, responding to a clear need and giving clients the tools to do more.
Investing in people and the wider industry
Of course, technology is only part of the story. Our plans depend on the people who make them possible.
The knowledge, commitment and experience of our team have been central to Magrathea’s success over the past 25 years. Maintaining and developing that expertise will remain a priority as networks and services become more sophisticated.
Automation and AI will help us work more effectively. Tools that identify unusual traffic patterns, detect network faults and analyse performance can give our teams better information and help them act sooner.
Experienced people will remain essential. Understanding how everything fits together becomes even more valuable as networks become more interconnected. The aim is to give our people better tools, opportunities to develop their skills and more time to focus on the problems that need their knowledge and judgement.
Preserving our culture matters just as much.
We have always valued flexibility, independence, collaboration and giving people responsibility for their work. Those values help us make good decisions, support one another and respond effectively to clients. They will remain central as the business develops.
I also believe we have a responsibility to contribute to the wider industry.
Magrathea has long contributed to trade associations, technical standards groups and industry initiatives, including work with little immediate commercial benefit to us.
We take part because we believe a healthy, competitive and well-regulated communications industry benefits everyone.
Through organisations such as Comms Council UK , NICC and FCS we will continue sharing our experience, challenging proposals where we see unintended consequences and supporting initiatives that improve how the sector operates.
And no doubt we will continue finding ourselves involved in the occasional unexpected project or working group!
After 25 years, we know that collaboration, including between competitors, is often one of the most effective ways to make progress. The challenges ahead will require more of it.
Another 25 years?
I started with the idea that the best way to predict the future is to create it.
We certainly can’t control everything that lies ahead, and if the past 25 years have taught us anything, it’s that we should always expect a few surprises.
But we can be clear about the contribution we intend to make.
We will keep investing in dependable infrastructure, developing useful capabilities and supporting our clients. We will give our people opportunities to grow, and we will contribute our experience to the standards and policies shaping our sector.
That’s what we’ve spent the past 25 years doing, and I fully intend for us to carry on.
So, will Magrathea still be here in another 25 years?
That is what we are building for.