As Global Head of Research & Leadership Advisory at JRG Partners, I prepared this practical guide on how to hire a COO for a Telecommunications company. In a sector that is a capital-intensive industry navigating 5G and fiber investment cycles, the COO carries the operational weight of the transformation, and the profile that succeeds is a network operator who can deliver capital programs and run complex infrastructure while driving the digital transformation of customer experience and operations the industry now demands.
Key Takeaways: Hiring a Telecommunications COO in 2026
- The winning COO profile is a network operator who can deliver capital programs and run complex infrastructure while driving the digital transformation of customer expe.
- Define the COO’s scope precisely; the role varies more than any other C-suite title.
- Operational credibility plus transformation capability is the combination the sector now demands.
- The best candidates are employed operators who must be recruited discreetly.
- Clarify the CEO-COO division of labor before the search, not after.
Defining the Telecommunications COO Role
Before searching, define the scope precisely: which functions, sites, and P&L elements report to the COO, and how authority divides with the CEO. In Telecommunications, the role typically owns the operational core of the transformation, and ambiguity here is the most common cause of failed COO hires.
What to Look For in a Telecommunications COO
The profile that succeeds is a network operator who can deliver capital programs and run complex infrastructure while driving the digital transformation of customer experience and operations the industry now demands. Boards and CEOs should probe for network operations and capital-program delivery; 5G, fiber, and infrastructure investment discipline; digital customer-experience and operations transformation; convergence and enterprise-services commercial strategy.
Where Telecommunications COOs Come From
Strong candidates emerge from telecom carriers and infrastructure (network and operations depth); technology and platform companies (digital and product leadership); media and content (for convergence strategy), and increasingly from adjacent sectors where the transformation capabilities were developed earlier.
Assessing and Closing the Telecommunications COO
Assess against operational results verifiable by reference, transformation delivery with measured outcomes, and the specific sector markers above. Price against the role as scoped rather than the incumbent’s legacy, secure the range before finalists arrive. The CEO-COO relationship is the hire’s foundation, so structured time between the CEO and finalists is essential, not optional.
For the broader sourcing and process discipline, see our guide to executive search in Telecommunications.
Frequently Asked Questions
- Q: What does a Telecommunications COO do?
- A: The role owns the operational core of the business, a network operator who can deliver capital programs and run complex infrastructure while driving the digital transformat, though exact scope varies by company and should be defined precisely before hiring.
- Q: What background should a Telecommunications COO have?
- A: Operational leadership at comparable scale plus transformation-delivery experience; the strongest candidates pair deep sector operations with capabilities the transition demands.
- Q: How does the COO role differ from the CEO in Telecommunications?
- A: The COO owns operational execution while the CEO owns strategy, capital, and external stakeholders; the division should be explicit before the search begins.
- Q: How long does a Telecommunications COO search take?
- A: Typically three to five months for a retained search, depending on scope specificity and the candidate pool’s depth.
Related Telecommunications Resources
See also Telecommunications executive search guide, Telecommunications top 10 in-demand roles, Telecommunications executive compensation report.
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Tanya Gallardo
Managing Director, Executive Search & AI Talent Strategy
Tanya Gallardo is the Managing Director of Executive Search & AI Talent Strategy at JRG Partners, leading C-suite and Board engagements across key growth sectors including Technology, Financial Services, and Manufacturing.
With over 18 years of experience specializing in disruptive technology leadership, Tanya is recognized as a leading authority on talent architecture for future-focused executive roles, such as the Chief AI Officer (CAIO) and Chief Digital Officer (CDO). Her expertise lies in accurately assessing the cultural fit and technical depth required to ensure a high return on investment (ROI) for critical leadership appointments.
Prior to her role at JRG Partners, Tanya held senior roles directing global talent acquisition strategies at a major publicly-traded technology firm, advising on organizational design and succession planning for emerging executive functions. She is a recognized speaker and contributor to industry events, sharing data-driven insights on executive compensation, leadership development, and the measurable business impact of C-suite talent.
