I was contacted by a colleague in fiber optics, Ola Hultén, who at the time was working at Ericsson. He asked whether I might be interested in a position at the company. That moment marked the beginning of an intriguing new direction in my career.

Ericsson

So I began a new chapter at Ericsson — or, more precisely, at Telefonaktiebolaget LM Ericsson, its formal name. Ericsson is the global brand, of course. When my grandfather worked in production there in the early 1900s, people simply said “LM”, and everyone in Sweden knew exactly which company they meant. Founded on April 1, 1876, it is celebrating its 150th anniversary this year.

Many of my fellow researchers from the 1970s, when we were pioneers of Swedish fiber optics at the Royal Institute of Technology (KTH) in Stockholm, were already working there. On February 1, 1995, I commenced my employment in a division within the group. It had offices in Sundbyberg, a suburb of Stockholm.

It wasn’t a big step for me. During the pioneering days of the 1970s, I was in contact with Gerhard Gobl, Ericsson’s liaison for the research project. The two research units were the Institute of Optical Research (IOF) and the Institute of Microwave Technology (IM), both of which were affiliated with KTH, as I have mentioned in previous blog posts. Additionally, I worked at Ericsson in a development project for an analog-to-digital converter (ADC) during the summer of 1974 while I was studying.

As the fiber-optic business grew across various departments within the company, I developed closer ties with the engineers there. By the time I was hired, I already knew virtually all the key people in fiber-optic at various levels within the company.

My first assignment as an employee was to work with the former head of the division to resolve an issue that had arisen within the organization in India. We spent a week in New Delhi. It was, to say the least, a frustrating yet interesting experience.

One cultural difference is that the concept of punctuality, which we share with the Germans and Japanese, wasn’t the same there. The positive thing was that we were always met with kindness. On Thursday, we thought the race was over. However, when we met with the Indians on Friday, the problem had been largely resolved.

Fiber Network Application Lab

In April, a scientific director position was posted at the Fiber Network Application Lab (FINAL) in Sundbyberg. I applied for the job and was hired. My task was to develop cost-effective fiber connection techniques for residential and business customers as part of the Last Mile challenge. Prior to that, I was briefly involved in selling fiber-optic welding machines in North and South America.

From now on, I will use the term Last Mile instead of FTTH, as I have done in previous blog posts. In my view, this term encompasses all methods of reaching subscribers from the operator's distribution point, not just fiber connections.

At Ericsson, we were the world’s leading manufacturer of mobile communication systems. That is an alternative way to reach subscribers and is part of the Last Mile concept. The "backbone" of both fixed and mobile communications is the transport network, which is based on optical fiber and WDM technology.

Its all about photons

You might not think about it in your daily life, but both transmission methods are based on photonics—that is, the elementary particle known as the photon. Fiber optics operates in the infrared spectrum, while mobile communications use radio waves, which have longer wavelengths.

One key difference between them is how they detect incoming signals. The photoelectric effect can detect IR photons because they have much higher energy than radio wavelengths.. Radio wavelengths must be present in large quantities to be captured as information and are detected using antennas or satellite dishes.

Even during my early work with WDM systems, my perspective had already broadened. I saw cellular telephony as one component of a much larger telecommunications ecosystem. FINAL’s mandate, however, was strictly limited to FTTH.

Before becoming head of the laboratory, I spearheaded several developments in Sweden. This included my work on optical fiber theory and measurement techniques in the 1970s. I then developed systems using WDM technology, becoming a world leader in this field. I also introduced the SC fiber-optic connector and ribbon fiber outside of Japan.

Through these collaborations, I gained a thorough understanding of the manufacturing processes for optical fibers, cables, laser diodes, detectors, integrated optics, and holographic gratings. I also learned fiber splicing technology in the spring of 1995.

My proficiency in advanced fiber‑optic measurement technology was always a defining asset. In that regard, I would like to highlight the highly skilled engineer, George Borak. His applied science was world-class. I gained my knowledge in that field from him. Now, he was working at Ericsson.

My domanin knowledge was on the theoretical and applied aspects of fiber‑optic components—multiplexers, demultiplexers, and splitters—both at the institute and at my company, BOH Optical AB. That company also managed the entire fiberoptic telecommunications system.

Moreover, I was familiar with using optical fibers as sensors. I also initiated a project to develop fiber‑optic splice boxes for submarine cables at great depths in the Norwegian fjords. At the deepest points—around 1 300 meters (3 280 feet) below sea level—the boxes were exposed to extreme pressure, which posed a significant engineering challenge. Uwe Böttcher, whom I mentioned earlier in my blog posts, got involved in the matter thanks to his expertise.

The Swedish work culture

If you have read my previous blog posts, you may have noticed that I don’t use as many academic titles here as I did in earlier posts. This had been a trend in Sweden for quite some time. However, it's also because my blog posts now focus on the world outside KTH. Swedish expertise had been transferred from KTH to Ericsson.

In Sweden, organizations have a flat structure and a high degree of individual responsibility in the workplace. Rather than standing out, good managers—or rather, leaders—act as coordinators, providing individual support to their subordinates and ensuring that the team as a whole stays on track. Academic ranks has less importance. What counts is the strong performance of individuals and teams.

Ericsson Research

Before continuing, I’d like to explain how research operations were organized within the Ericsson Group. At the top was Bernt Ericson, the Chief Research Officer (CRO) who, however, I perceived had very little influence on the radio side of the organization. He was a member of the executive management team and reported directly to CEO Lars Ramqvist.

A number of research laboratories focused on various fields reported to the head of research. The three most important ones in the field of fiber optics were FINAL, the Fiber Optic Research Center (FORC), and the Transport Network Application Lab (TNAL).

Each laboratory had its own board of directors headed by a chairman. In my case, the chairman was Anders Larsson, who served as the technical director at Ericsson Cables. This unit had the highest revenue of any fiber optics sector within the group. It was headquartered in Hudiksvall and funded FINAL.

An empty desk and an empty lab

When I arrived, I found an empty desk and an empty lab. As far as I could tell, earlier attempts had gone nowhere, and I never bothered to find out why. Instead, I began by analyzing Ericsson’s internal situation regarding the Last Mile, reaching out to key people and identifying others beyond those I already knew.

This was during a period of rapid expansion and growth. To my surprise, there was a virtually watertight barrier separating the radio scientists and engineers from those of us working on fixed networks. At times it felt like two separate companies operating under the same roof — an organization that employed around 85,000 people at the time. It was a divide I had already hinted at when describing Bernt Ericson’s role.

For those of us in fixed networks, however, opportunities for growth were plentiful, and cross‑department collaboration came naturally. Ericsson enjoyed a strong reputation and was a highly attractive workplace for Swedes with a Master of Science in Engineering.

A greenfield lab plan

After developing a plan for the lab’s operations, I presented it to Bernt Ericson, whom I had not met before. It felt right from the very beginning, just as it had with Anders Larsson. With their support, I began building the business.

From the outset, I decided to give the laboratory a focus on engineering physics. The first person I hired was Peter Lo Curzio, who had also applied for the director position. It turned out to be a stroke of luck — he was an excellent project manager and a pleasure to work with.

Two more people joined: Johan Ander and Peter Lindskog. The four of us formed the core of the laboratory.

Brainstorming

In the lab, we generated a wide range of ideas for addressing the FTTH challenge — developing cost‑effective technology that could reduce the cost of fiber‑optic connections for subscribers. I sought out partnerships within Ericsson in Sweden and abroad, as well as with leading external companies.

Then an interesting idea surfaced: blowing fibers into tubes, a technique previously explored by British Telecom (BT). Their equipment, however, had been far too bulky to be practical. Still, I liked the concept and felt it was worth trying to develop something better than what the British had achieved.

The conflict

A conflict arose when the local manager in Sundbyberg tried to persuade me to shift our efforts toward developing equipment for metal cables. Bernt Ericson and Anders Larsson stood firmly behind me. Bernt even wrote a strongly worded letter, threatening to move the laboratory out of Sundbyberg if the manager didn’t back off.

Anders and I resolved the issue by deciding not to hire additional staff in Sundbyberg. Instead, we relied on personnel from his department in Hudiksvall to support the laboratory’s operations.

The Air-Blown Fiber project

Peter was appointed project manager, and we got started. We worked on the project in Sundbyberg and Hudiksvall. The two key people in Hudiksvall were Erik Bergqvist, responsible for technology development, and Lennart Lidén, responsible for implementation.

One major challenge was determining how to blow fibers through microtubes over long distances. Before this project began, Erik had been working on a fiber-optic sensor project. At that time, he had prepared the fibers in a special way. Of the many experiments he conducted, this method proved successful in this case. It reduced friction against the inner surfaces of the microtube while enabling the compressed air to grip the fiber effectively along its entire length.

A breakthrough

It was a major breakthrough for us. At the time, Erik had extensive experience in advanced science and development in applied physics. We developed a fiber-blowing gun with a pre-connectorized wall outlet on a reel.Thanks to the extensive experience of Erik and Lennart, this became an effective and user-friendly tool that significantly simplified installations compared to BT's method.

This became a successful project for Ericsson, together with "ribbon fiber" and SC connectors, which I introduced in Sweden and the rest of the Nordic region in 1989.

A Past Career That Ended Up Serving Me Well

Before I began studying as an engineering physicist at KTH, I had a career as an engineer at an architecture office. It was at Svenska Bostäder AB, Sweden’s leading property management and construction company at the time. Its most notable project was the internationally renowned ABC City in Vällingby, inaugurated on November 14, 1954.

The city center was expanded in a second phase in the 1960s. I participated in the design process. Despite being very young, I was given a significant technical responsibility. There was a boom in the industry at the time, and the shortage of construction engineers likely contributed to it.

I was placed on a team with an architect and a highly skilled construction engineer. He was also an excellent project manager. I’ve carried the lessons I learned from him with me throughout my career and have benefited from them. That company used Program Evaluation and Review Technique (PERT) as a planning method. The U.S. Navy developed it in 1958 for their Polaris missile program, among other things.

I took a course in that technique. I’ve carried that mindset with me ever since, especially when leading large and complex projects. One example is the WDM project mentioned in previous blog posts. The project at FINAL wasn’t nearly as complex. The science and development work was mostly informal and relaxed.

First field test

A high‑rise building near the center of Vällingby was renovated in 1997. During a coffee break in a meeting — fika, as we say in Swedish — I spoke with the person in charge of the project. He told me that all the old electrical cables between the building’s main electrical panel and the apartments had been removed.

That sparked an idea. Perhaps we could route our micro‑products through the cavities between the panel and each apartment. He was enthusiastic, and we agreed to give it a try. For this purpose, we needed a “pre‑production prototype installation.”

Under Peter’s leadership, the project was prepared and a date was set. My team arrived early in the morning and began the installation. I had promised to come by just before lunch to check on their progress. But I showed up well ahead of time — I wanted to see the work in action — and no one was there.

A huge success

I called Peter on his cell phone and asked why they weren’t still there. “We’re having lunch,” he replied. I then asked, “What about the installation?” “We’re already done,” he answered.

You should know that this was one of the high‑rises in the area — eight to ten stories tall, with three or four apartments on each floor. Finishing the entire building before lunch was a huge success.

Evaluation of FINAL

FINAL and several other laboratories were evaluated in 1997 by an international team of four professors, an initiative taken by Bernt Ericson. This was before we had achieved our breakthrough in Vällingby.

In my view, Professor D. N. Payne of the Optoelectronics Research Center at the University of Southampton was the most important reviewer for FINAL. At that time, he had already been a leading figure in fiber‑optics research for more than twenty years. I believe his most significant contribution was laying the groundwork for erbium‑doped fiber amplifiers (EDFAs).

In the report, he highlights the lack of WDM expertise in Ericsson’s TNAL and FORC laboratories. He writes about them: “The group recognizes that the company has been caught “on the hop” with the respect to the WDM developments and is not, therefore, a world leader in advanced research in this area.”

WDM: My Specialty Outside Ericsson

The research directors at the two laboratories should have understood that I controlled that knowledge, even though not in my role as head of FINAL. My then‑dormant company, BOH Optical AB, and I, as the patent holder, retained control over that technology.

I believe Professor Payne knew that, but probably not the other three professors. He was a colleague of Alec Gambling, the renowned fiber‑optics professor I mentioned in a previous blog post. I had known Gambling very well since the 1970s, and ever since then he had been aware of my fundamental scientific work and my leading role in WDM.

The evaluators' impression

The evaluators’ impression of FINAL was that, compared to the other laboratories, we were viewed as a new startup, and they did not expect us to have made such significant progress in our applied science. He wrote: “A good group engaged in a very important task that is perhaps not fully appreciated by the research centers. It more than demonstrates the improvements that could be made internally in cross-group collaboration.”

In the text preceding the final assessment, he wrote, among other things: "The Fibre Network Application Laboratory is the one Application Laboratory which showed a clear distinction from the activitites of a Research Centre. It concentrates on installation methods, prototype designs and field trials, seeking low-cost engeineering solutions to (mainly) FTTH, with some activities on network analysis particularly related to cost. A new demonstrator laboratory is under construction to showcase the group's products. The laboartory has extensive collaborations with potential producers and appears very active in developing innovative solutions to the problems of fibre network installation. In the presentations the group had a clear mission, which surprised me in the light of the report sent to the evaluators which suggested otherwise."

A concluding paper

For those interested in the details, there is a paper on FINAL’s project titled “Low-Cost Fiber-to-the-Home Installations with Air-Blown Fibers” by Erik Bergqvist, Peter Lo Curzio, and myself.

The Parallel Computer Industry

Alongside the development of fiber‑optic and mobile communications, a similar trend unfolded in the global evolution of personal computers. Initially, computers in homes were connected through local networks using both wired and wireless technologies. The United States came to occupy a leading position, driven primarily by companies such as Apple, Dell, HP, IBM, Intel, Microsoft, and Motorola.

As early as the beginning of the 1960s, during the Cold War, the idea of distributed telecommunications networks emerged in the United States for security reasons. These ideas later resulted in the Internet Protocol (IP). The fundamental concepts were packet switching and the interconnection of independent networks into a “network of networks.” TCP/IP became an international standard in 1983; TCP stands for Transmission Control Protocol.

Ericsson: A Late Adopter

Today, applications for TCP are widely known and include websites (HTTP/HTTPS), email, and file transfers. However, this was not the case in the mid‑1990s when I took on the role of scientific director.

It may be surprising, but many senior managers at Ericsson opposed this development. They probably felt threatened in their roles. Those of us working at the scientific front saw its potential early and pursued small skunk‑works efforts as users, careful not to stir up unnecessary attention inside the organization.

Project ”Hilda”

At the time, I was one of the research directors at Ericsson who had become involved in the “Hilda” project. The goal was to consolidate all of Ericsson’s fiber‑optic operations into a single organization. Lars‑Erik Eriksson, the Chief Technology Officer at Ericsson Telecom, coordinated the project.

The project’s name comes from the wife of the company’s founder, Lars Magnus Ericsson. Her name was Hilda, and she was involved in his business — working in the workshop and assisting with administrative tasks when needed in the late 1800s and early 1900s.

A challenge right up my alley

As part of the “Hilda” project, I was given a challenge right up my alley. My task was to lead Ericsson’s U.S. efforts to put the company’s fiber‑optics know‑how into practice — both within the organization and in collaboration with the wider industry — while operating with a high degree of autonomy. I was also expected to open doors for future collaborations that, in the long run, could generate revenue for Ericsson.

I was already very familiar with the United States and its fiber‑optic community, having been engaged in scientific, technical, and professional collaboration there since 1981. In my next blog post, you’ll find out what happened when I arrived in late 1997 and beyond.

Next blog

My next blog post is scheduled to be published on Tuesday, June 23, 2026. It will cover the final part of the topic Last Mile.

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