Rebuilding Trust: A Possible Path Forward for Sure South Atlantic

– Sometimes the biggest battles are fought not in courtrooms,
but in the court of public opinion –

Sure South Atlantic (Sure) is at a crossroads as its exclusive telecom licence in the Falkland Islands nears expiration in 2027. This analysis, based on public sentiment and independent observation, outlines a hypothetical path for the company to rebuild trust with the Falkland Islands Government (FIG) and the community. It suggests that a shift from defensiveness to openness, and from monopoly preservation to collaboration, could help Sure reposition itself as a valued partner.

How can Sure regain the community’s trust?

Any company is capable of change if its leadership undergoes a genuine, fundamental shift in strategy. Often, this begins with a sudden, clear-eyed realisation by the board that the current path is no longer sustainable. It’s a “light switch” moment: the acknowledgement that continuing as is risks long-term viability.

Sure South Atlantic has increasingly been perceived as having a resistant corporate culture, more focused on preserving its monopoly than on expanding access or improving service. Whether this perception is entirely fair or not, it has become a serious reputational challenge for the company.

The first step in overcoming this is simple but essential: honesty. Sure must publicly acknowledge the frustration that many Falkland Islanders are feeling. That means speaking candidly, without defensiveness or PR spin, and accepting that improvements are needed. Islanders don’t expect perfection, but they do expect accountability. A clear and transparent statement from Sure, recognising these concerns and demonstrating a sincere commitment to change, would go a long way toward restoring public trust. It would signal a shift from a culture of control to one of service.

If such a change were to take place, these are the kind of statements the public might reasonably expect to hear, whether in open forums, public presentations, or private discussions:

“We have now concluded that our best path to long-term financial success is by becoming a trusted presence in the Falklands rather than risking that future by focusing narrowly on short-term preservation”

“We acknowledge that we’ve been the sole telecom provider for many years, and with that comes responsibility, not just to maintain service, but to evolve with the needs and expectations of the Falkland Islands. We want to partner with FIG and the community going forward, not to protect the past, but to invest in the future.”

“Before we present proposals, we’d like to understand what success looks like for FIG and the Falkland Islanders. What are your priorities today and in five years?”

“We’re not afraid of scrutiny; we welcome it, because we want to earn, not demand, going forward, public trust.”

“Our role will shift from gatekeeper to guarantor of resilience, reliability, and service continuity, no matter who provides broadband connectivity”.

“While it presents challenges, we recognise the growing role of Starlink in the Falklands and are committed to working with FIG and the community to ensure it contributes positively to the Islands’ connectivity landscape.”

“We understand that when internet service falters, it affects your work, your family, your education, and your connection to the world. That’s not just a technical failure, it’s a human one. We hear that now.”

Of course, words are only as good as the actions that follow them. For trust to be rebuilt, people need to see real progress. That means Sure must urgently address the core issues. It’s not enough to defend the status quo; Sure, we must prove it can compete in a world where alternatives like Starlink are not just coming, but already here.

Rather than viewing this new landscape as a threat, Sure could embrace it as an opportunity. Competition doesn’t have to mean defeat; it can be a catalyst for change.

At the same time, Sure could begin a meaningful reinvention. Rebranding not just in name or design but in mindset would send a clear message: that the company is turning a corner. With its deep local knowledge, established infrastructure, and existing customer relationships, Sure is well placed to help lead the Falklands into a more connected future. But that leadership must now be earned.

Islanders want a telecom provider that listens first, adapts quickly, and puts people at the centre of everything it does, not a landlord guarding a market but a partner helping it grow.

Specific Actions Sure Could Take to Rebuild Trust

Demonstrate Unreserved Transparency

• Publish financial and investment breakdowns: Clearly distinguish between claimed infrastructure upgrades and actual service improvements. Publicly available (or privately available to FIG), independently audited summaries would help address concerns over financial opacity.

• Launch a public-facing service dashboard: A visible but straightforward gesture, such as a live community dashboard showing current issues and planned upgrades, would mark a shift toward openness. Why isn’t there one today?

Engage Proactively with the Community and Stakeholders

• Hold regular public briefings: Explain existing service limitations, the technical constraints of satellite infrastructure, and realistic upgrade timelines in plain language.

• Respond meaningfully to feedback: Treat user communication not as optional PR but as a core responsibility, with timely and transparent responses to concerns.

Support Local Digital Services and Innovation

• Foster local OTT and intranet developments: Provide technical and commercial support for local entrepreneurs creating legal streaming, backup, or educational platforms.

• Collaborate with innovators: Work alongside Falklands-based developers to co-create digital services such as:

  • Backup and file-sharing platforms

  • Business continuity systems

  • Proxy servers for social media and gaming

  • Locally hosted websites and tools

Improve Operational Reliability and Service Resilience

• Commit to a public upgrade timeline for Stanley broadband: Make clear progress without tying improvements to extended exclusivity rights. Of course, other caveats will be required.

• Introduce backup and failover solutions: Offer options like local content caching or intranet-hosted services to ensure core services (e.g., banking, point-of-sale systems) stay online during outages.

Participate Constructively in Regulatory Planning

• Engage with FIG on licensing reform: Contribute proactively to discussions around the 2027 licence expiration. Propose a future-focused model without exclusivity that prioritises fair access, quality, and innovation.

Deliver Community Benefits Beyond Connectivity

• Invest in digital skills and entrepreneurship: Sponsor training programs, startup funding, and partnerships that position Sure as an enabler of the Falklands’ digital economy.

• Trial affordable service options in Camp: Launch pilot programs offering discounted or subsidised plans to rural users and small businesses, helping close the affordability gap.

Why Change Is Hard—But Necessary

From the outside, the path forward may seem obvious. But for a company like Sure, long accustomed to operating as a monopoly, transformation isn’t just a strategic pivot; it’s a cultural reckoning. Change means confronting uncomfortable truths, surrendering control, and accepting public scrutiny. It requires leadership to shift from managing risk to embracing openness, even when doing so feels exposed or uncertain. Internal inertia, short-term performance pressures, and fear of reputational vulnerability often make defensive strategies more appealing. But attempting to cling to control in a rapidly evolving environment is ultimately more dangerous than letting go. If Sure waits for a crisis to force change, it may find the window for reinvention has already closed.

Conclusions

Ultimately, trust is earned through action, not through words alone. Sure now stands at a crossroads. The community it serves is no longer willing to accept slow progress or opaque practices simply because there are no alternatives. Islanders have become more informed, more connected, and more vocal, and they expect a telecoms provider that reflects those values. If Sure is willing to reset its culture, embrace openness, and invest in meaningful change, it can still play a leading role in shaping the Falklands’ digital future after 2027. But if it chooses instead to cling to a 1970s monopolistic culture, demanding exclusivity and resisting scrutiny, it risks being seen not as an essential partner, but as an outdated obstacle.

The decision now before Sure is not just strategic, it’s existential. Evolve, engage, and earn back trust, or step aside for those ready to build the future. It’s never too late for change.