By: Zara Miller

The United States is in the midst of the largest broadband expansion effort in its history. Billions of dollars in federal funding, combined with record private investment, are meant to close long-standing connectivity gaps and strengthen the nation’s digital infrastructure. Yet on the ground, progress remains uneven. Projects stall. Timelines slip. Communities wait.

The reason, according to industry operators working directly in the field, is not a lack of funding. It is a shortage of qualified execution capacity.

Maksim Zevakin, a telecommunications infrastructure executive who has overseen broadband construction and maintenance projects across New York, New Jersey, Connecticut, and Texas, says the national conversation has focused too narrowly on dollars and policy frameworks. What is missing, he argues, is sufficient attention to the contractors responsible for turning investment into functioning networks.

“Funding enables projects,” Mr. Zevakin said. “But execution determines whether those projects actually reach people.”

The Hidden Gap Between Policy and Practice

Federal initiatives such as the Broadband Equity, Access, and Deployment (BEAD) program were designed to accelerate access to high-speed internet, particularly in underserved areas. In theory, the model is straightforward: allocate funds, select projects, build networks.

In practice, deployment is constrained by operational realities. Large national contractors often concentrate on a limited number of high-volume projects. Smaller local firms, while essential to regional economies, may lack the compliance systems, workforce depth, or financial documentation required for federally funded work.

This leaves a growing execution gap. Funding is available, but the number of contractors capable of delivering complex, multi-state projects under strict regulatory and safety standards is limited.

Mr. Zevakin describes this gap as one of the most significant obstacles to meeting national broadband goals.

“Broadband infrastructure today is not just about installing cable,” he said. “It’s about safety compliance, permitting, workforce readiness, reporting, and long-term maintenance. Not every contractor is built to operate at that level.”

Why Mid-Sized Contractors Matter

Mid-sized telecommunications contractors occupy a critical position in the broadband ecosystem. According to Mr. Zevakin, they combine the scale necessary to manage certified crews and standardized safety protocols with the flexibility required to adapt to local permitting environments and rapidly changing conditions.

These firms often work across multiple states, coordinating with municipalities, utilities, and network operators. Their role becomes especially important in regions where projects must move quickly to meet federal milestones while complying with Occupational Safety and Health Administration standards and Federal Communications Commission reporting requirements.

“Execution at scale requires systems,” Mr. Zevakin said. “Without disciplined project management and compliance infrastructure, even well-funded projects can fail.”

A Workforce Under Strain

Perhaps the most pressing constraint, Mr. Zevakin says, is labor. Broadband construction depends on skilled technicians trained in fiber installation, diagnostics, and maintenance. Nationwide, the demand for such workers far exceeds supply.

In many cases, workforce shortages, not funding, determine how quickly projects can move forward. Training new technicians takes time, and experienced workers are increasingly scarce.

Mr. Zevakin argues that contractor-led workforce development is essential to sustaining broadband expansion. Mid-sized firms, he says, are often best positioned to invest in training and certification programs that prepare technicians for long-term careers while maintaining safety and quality standards.

“Workforce development is infrastructure,” he said. “If we don’t build the labor pipeline, the networks won’t get built.”

Technology and Accountability

As broadband networks become more critical to economic activity, expectations for reliability and transparency have increased. Contractors are now expected to provide real-time reporting, predictive maintenance, and detailed compliance documentation.

Based on his experience managing multi-state operations, Mr. Zevakin advocates for technology-enabled field management systems that improve scheduling, safety oversight, and outage response. These tools, he says, reduce downtime and provide greater accountability to both operators and public agencies.

“Data-driven operations are no longer optional,” he said. “They’re becoming the baseline for infrastructure work.”

Infrastructure With National Consequences

Reliable broadband is no longer a luxury. It supports healthcare delivery, education, emergency response, and economic participation. Delays or failures in deployment have consequences that extend far beyond individual projects.

Mr. Zevakin has seen how consistent execution and rapid response capabilities affect communities directly, particularly during outages and extreme weather events. In his view, contractor readiness has become a matter of national resilience.

“Broadband is critical infrastructure,” he said. “Its reliability affects how the country functions.”

Looking Beyond the Checkbook

As the United States continues to invest heavily in broadband, Mr. Zevakin believes success will depend on more than funding levels. It will require a realistic assessment of who is capable of executing projects safely, efficiently, and at scale.

Qualified mid-sized contractors, he argues, represent a vital but often overlooked component of national infrastructure delivery.

“If we want broadband investments to produce real results,” he said, “we need to focus as much on execution capacity as we do on policy and funding.”