- Colt appoints Joe Scattareggia and Laura Farina as executive vice presidents of key sales divisions in a bid to sharpen focus on connectivity and enterprise markets.
- The changes reflect a broader effort to align sales strategy with rapid digital transformation and AI growth, prompting questions about execution and impact.
What happened: Colt reorganises sales leadership amid digital infrastructure demand
Colt Technology Services has announced two significant sales leadership appointments as part of its effort to adapt to shifting market dynamics and growth in digital infrastructure demand.
Joe Scattareggia has been appointed executive vice president to lead Colt’s Infrastructure and Connectivity Sales team, a newly structured function that brings together the firm’s Strategic Alliances and Global Content Networks teams. Based in New York, Scattareggia joins Colt with a background in wholesale and hyperscaler segment strategy, previously leading the Wholesale business for Windstream in the United States.
Meanwhile Laura Farina has been named executive vice president of the Enterprise Sales team. Farina, formerly Colt’s regional sales director, has spent two decades at the company and will operate from Brussels, Belgium. Her long tenure has seen her steer global teams and help cement Colt’s reputation in customer experience management.
Both executives will report directly to Chief Executive Officer Keri Gilder, who said the changes are aimed at increasing agility and aligning the company’s sales organisation with current market demands. The restructuring divides the sales functions into two distinct units with specialised leadership, reflecting Colt’s intention to sharpen its competitive edge in connectivity and enterprise offerings.
The appointments come at a time when global connectivity and digital infrastructure providers face intensifying pressure to support enterprise digital transformation, cloud adoption and artificial intelligence (AI)-related workloads. Colt’s IQ Network already connects tens of thousands of buildings and data hubs worldwide, underlining the scale at which such leadership decisions could matter.
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Why it’s important
Leadership shifts in technology and connectivity companies often signal broader strategic recalibrations, but they also raise questions about how these strategies will translate into measurable outcomes.
Colt’s decision to split its sales organisation into two focus areas suggests an attempt to better serve distinct customer segments — infrastructure and connectivity on one side, and enterprise on the other. This mirrors industry trends where bespoke solutions and customer-centric approaches increasingly define competitive advantage in markets shaped by hybrid work, multi-cloud networking and next-generation applications.
Yet, there are legitimate questions about how effective such realignments can be without parallel investments in product innovation, partner ecosystems and delivery capabilities. Leadership appointments alone do not guarantee improved performance unless supported by clear operational execution and measurable goals.
Observers may ask whether the distinction between infrastructure and enterprise sales will lead to more clarity for customers, or if it risks fragmentation in strategy execution. Similarly, while Scattareggia’s experience with hyperscaler segments and Farina’s depth in enterprise experience are notable, it remains to be seen how these strengths will be leveraged within Colt’s global reach.
Colt’s broader organisational history, including previous structural changes and multi-year strategies aimed at championing connectivity and customer experience, suggests this is not the first time the company has adapted its leadership framework. The real test will be whether these appointments translate into measurable gains in market share, revenue growth and customer satisfaction in an increasingly competitive digital infrastructure landscape.
